For more information please contact Cosmin Stangaciu at cosmin.stangaciu@business-arena.ro or phone 0755.274.125

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Business Arena Magazineproudly announces theupcoming special awards galadedicated to the ladies thatmake a difference in business.

Business Arena Magazinerecognizes the creativity andleadership of women in theworkplace and their vitalcontribution to the success ofbusiness and banking activitiesthroughout Romania.

Most Admired Business WomenAwards Gala

2013

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While it may be too soon to fullygauge the lasting effects of the Cypruscrisis, the EU’s economic indicatorssuggest that GDP is now bottomingout and economic activity is expectedto gradually accelerate. According tothe economic forecast issued by theEuropean Commission, the pick-up ingrowth will initially be driven byincreasing external demand. Domesticinvestment and consumption areprojected to recover later in the year,and by 2014 domestic demand isexpected to take over as the maindriver of strengthening GDP growth.

Meanwhile, Romania’s GDP growthis expected to reach 1.6 per cent thisyear. Domestic demand will be themain driver of growth. According tothe same source, private consumptiongrowth is expected to accelerate,although it could be held back bycontinuing needs for repairinghouseholds' balance sheets and bytight consumer lending standards.

This being the general economic thiscontext, Business Arena is determinedto press ahead with its traditionalbusiness conferences and events,offering companies, banks andinvestors a platform to voice theirconcerns and views on the domesticbusiness environment, discuss

opportunities and challenges and meetnew potential business partners. Inthis demanding economic backdrop,Business Arena has also startedpreparations for its annual specialawards gala dedicated to the ladiesthat make a difference in business.These prestigious awards recognizethe creativity and leadership of womenin the workplace and their vitalcontribution to the success ofbusiness and banking activitiesthroughout Romania.

In addition, Business Arena will takean active role in the diplomatic effortsto boost the perception of Romaniaabroad and promote its cultural andeconomic values, as well as touristattractions. The magazine will be oneof the main media partners in theevent organized by the RomanianDiplomatic Partners’ Association tocelebrate Europe Day at the RomanianAthenaeum on May 7. The event willbe held in partnership with theEuropean Commission Representationin Romania, the Ministry of Tourismand SMEs, International Women’sAssociation and the Lions Club, underthe high patronage ofthe Foreign AffairsMinistry.

Editorial by Lumini]a F\tu

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There’s light at the end of the tunnel

From all of us here at Business Arena, enjoy the quality, admire the value!

The Federal Reserve Board has approved a final rule that estab-lishes the requirements for determining when a company is "predom-inantly engaged in financial activities." The requirements will be usedby the Financial Stability Oversight Council (FSOC) when it considersthe potential designation of a non-bank financial company for con-solidated supervision by the Federal Reserve.

Under the Dodd-Frank Wall Street Reform and ConsumerProtection Act, a non-bank financial company can be designated bythe FSOC for supervision by the Federal Reserve only if it is "pre-dominantly engaged in financial activities." A company is consideredto be predominantly engaged in financial activities if 85 per cent ormore of the company's revenues or assets are related to activitiesthat are defined as financial in nature under the Bank HoldingCompany Act. Additionally, the FSOC may issue recommendationsfor primary financial regulatory agencies to apply new or heightenedstandards to a financial activity or practice conducted by companiesthat are predominantly engaged in financial activities.

The Federal Reserve indicated that the final rule largely adoptedthe approach in the proposed rule, with a few exceptions. For exam-ple, the final rule states that engaging in physically settled derivativestransactions generally will not be considered a financial activity, achange from the proposal.

The final rule also defines the terms "significant nonbank financialcompany" and "significant bank holding company." Among the fac-tors the FSOC must consider when determining whether to desig-nate a nonbank financial company for consolidated supervision bythe Federal Reserve is the extent and nature of the company's trans-actions and relationships with other significant nonbank financialcompanies and significant bank holding companies. If designated,those nonbank financial companies will be required to submit reportsto the Federal Reserve, the FSOC, and the Federal DepositInsurance Corporation on the company's credit exposure to othersignificant non-bank financial companies and significant bank holdingcompanies as well as the credit exposure of such significant entitiesto the company. Consistent with the proposal, a firm will be consid-ered significant if it has 50 billion USD or more in total consolidatedassets or has been designated by the FSOC as systemically impor-tant.

The final rule will become effective on May 6, 2013.

G l o b a l e c o n o m y

FEDERAL RESERVEAPPROVES RULE ON IDENTIFYING NON-BANK FINANCIALCOMPANIES

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Colliers boosts its propertymanagement portfolio inRomania

Colliers International Romania’s Real EstateManagement Services division started 2013 withactive mandates on 13 projects, both inBucharest and outside the Capital, for which itoffers services such as property managementand green certification advisory. Launched at thebeginning of 2011, the business unit currently

provides property managementservices to five projects, with acombined area of 65,000 sqm,and continues its focus on exten-ding its portfolio and the range ofservices.Regarding its green certificationadvisory services, the team star-ted 2013 with eight projectsunder certification, office andretail, due to increased pressureon property owners to lower ope-rational costs and increase the

business potential of their premises. In this field,Colliers offers consultancy for LEED and BREE-AM certifications for existing buildings, as wellas for new developments.

“The critical question for building ownerstoday is how they can increase the outcome oftheir investments, given the difficult market con-text, and how to make their property more valua-ble tomorrow than today. It is our role, as realestate managers, to provide these answers, buildstrategies and lead each project to optimum fun-ctionality and minimum costs, while helpingtenants perform and enjoy their everyday activi-ties at the property”, said {tefania Baldo vines cu,Director with Colliers International’s Real EstateManagement Services team in Romania.

On a regional scale, the Real EstateManagement Services team of ColliersInternational in Eastern Europe ended 2012 witha 40 per cent increase in revenues, in whatremained an economically challenging environ-ment in most of the countries.

In terms of numbers of properties and squaremetre area under management, the companysaid 2012 was a very good year for its regionalproperty management team, as 500.000 sqm ofnew projects were added to the company’s por-tfolio. Therefore, Colliers currently manages aportfolio of nearly 1.1 million sqm, with an esti-mated capital value of around 3.3 billion USD(2.5 billion Euro) across Eastern Europe. The

company indicated that new business lines areto be launched in Czech Republic, Hungary andSlovakia this year.

Dumagas extends its lease at Mercury Logistics Park

Dumagas Transport has recently renewed itslease and will maintain a 5,000 sqm warehouseat Mercury Logistics Park’s Unit 3. The site islocated 20 km west of Bucharest city centre onthe A1 highway. Comprising three steel frameunits totalling 32,000 sqm with ceilings of up to11 metres, floor load-bearing capacity of fivetonnes per square metre and multiple dockingconfigurations, Mercury accommodates both fle-xible distribution requirements with a higher offi-ce component as well as high volume logistics.

Headquartered in Craiova, the DumagasGroup opened its first 3,000 sqm logistics hub inBucharest in 2005. The group performs a widerange of activities: transport, distribution, pro-duction, development and logistics. “We havejust been through a successful restructuring ofour business, nevertheless we consider thatMercury Logistics Park is still very much part ofour long term plans. A good quality warehouse insuch a prominent A1 location, rented at compe-titive terms, provides us with a strong platformto improve our operations in the Bucharest areaand grow our business overall,” said Tamer Sen,General Manager of Dumagas Transport.

Active developers in Romania since 2006, US-based AIG/Lincoln began working with theowners of Mercury Logistics Park in 2011. TheAmerican company has recently restructured itsRomanian business and is now focusing on pro-perty-related services, primarily property mana-gement. “We are very pleased to have concludeda new agreement with Dumagas and we believethat they will fully benefit from one of the bestoptions in the current market in terms of qualityto price ratio. We have managed to reducevacancy at Mercury by 25 per cent and severalprospective tenants have been introduced by ourexclusive leasing agents DTZ for the remainingvacancy”, said Mihai Plaesu, CommercialDirector for AIG/Lincoln.

DTZ Echinox, part of the global real estateconsulting company UGL Group, is in charge ofleasing the areas still available within MercuryLogistics Park: starting from units of 2,000 sqmand up to 13,000 sqm of ambient warehouse,2,000 sqm chilled storage, up to 1,500 sqm ofoffice space and other ancillary areas.

{TEFANIA

BALDOVINESCU,DIRECTOR WITH

COLLIERS

INTERNATIONAL’SREAL ESTATE

MANAGEMENT

SERVICES

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OMV Petrom invests inmature field redevelopment

OMV Petrom has announced the start of theimplementation phase for the field redevelopmentproject at Suplacu de Barcau, in northwestern

Romania. The company saidinvestments for the projectwould amount to some 200million Euro for the period2013 - 2015."We operate very maturefields and over the last yearswe have been able to redu-ce the production declinerate to roughly one per centper year. At present we sup-ply approximately 40 percent of the oil and gasdemand in Romania. Fieldredevelopment projects areand will be essential to keepproduction stable," saidMariana Gheorghe, CEO,OMV Petrom.According to the company,

field redevelopments aim to unlock additionalhydrocarbons reserves. Thus, OMV Petrom said itaimed to increase the recovery factor for oil andgas, reduce technological and energy consum-ption and environmental impact by using additio-nal drilling, modernization of equipment and newtechniques applied to mature fields. Presently, theaverage reserves recovery rate for the 238 fieldsoperated by the company stands at 25 per centfor oil and around 49 per cent for gas."Basically, with the help of new technologies, wewill be able to extract more from fields that havebeen in production for decades. We believe thereis still potential in these mature fields", saidGabriel Selischi, Director Domestic Assets, OMVPetrom.

Suplacu is a mature oil field, in production forover 50 years, with a daily production of 10 percent of the total oil production of OMV Petrom inRomania.

The company said the Suplacu field redevelop-ment project consists of 105 wells of additionaldrilling, implementation of the latest techniques toincrease the recovery factor of hydrocarbons,construction of a new gathering park and watertreatment plant as well as the modernization ofthe gas combustion system and air compressionsystem. Production on the six fields represents

approximately 40 per cent of OMV Petrom cur-rent production. The necessary investments forthe implementation of the six projects, includingSuplacu, will reach approximately 400 million Euroand additional reserves are estimated at 70 mil-lion boe.

TAROM selects crew uniform designer

TAROM has picked Catalin Botezatu to designits new crew uniforms, following a selection con-test in March, which attracted the participation of31 Romanian designers. "We are very excited about all the designs that wehave received and about the number of partici-pants who signed in for the contest. We had 31participants, both familiar names from the localfashion industry and students or recent graduatesfrom design schools, extremely talented people,

who felt that TAROM is a national symbol andtreated the project as such. We have chosenCatalin Botezatu’s models because they bringextra freshness, elegance and optimism to theuniforms and because they combine all the ele-ments of TAROM’s identity. We are very pleasedto work with such a well-known name in theRomanian and international fashion industry andwe thank all the participants for their interest andinvolvement in this project," said ChristianHeinzmann, CEO of TAROM.

TAROM’s CEO, Christian Heinzmann, added:"We are confident that passengers will love thenew uniforms, which will be seen on board star-ting this year, and we want to remind everyonethat TAROM continues to offer the same highquality services to its passengers, including freecatering, luggage included in the price of the tic-kets, punctuality and flights to major airports, justto name a few of our competitive advantages."

MARIANA

GHEORGHE, CEO,OMV PETROM.

CHRISTIAN

HEINZMANN, CEO OF TAROM

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ECB makes public its survey on correspondentbanking in Euro

The European Central Bank (ECB) has madepublic the findings of its regular survey on corre-spondent banking in Euro. On the occasion, theECB emphasised that correspondent banking rela-tionships play an important role in the processingof payment transactions in Euro. Given their rele-vance for the smooth functioning of paymentsystems, correspondent banking services havebeen within the scope of the Eurosystem’s over-sight activity since the establishment of the ECB.A total of eight surveys have been carried outsince 1999 in order to monitor the importance,size and development of correspondent banking.The ECB pointed out that the Governing Councilof the Eurosystem decided to publish its eighthsurvey in order to increase transparency in itsoversight activities with regard to correspondentbanking and to share its results with other stake-holders.

Thus, the survey confirmed that correspondentbanking remains an important channel for effec-ting payments in Euro. As in previous surveys,both the number and value of payments proces-sed were very large. For instance, the total dailyturnover of euro transactions settled through cor-respondent banking arrangements averaged morethan 1.1 trillion Euro.

The survey also confirmed the growing concen-tration in correspondent banking, with the largestfour correspondent banks representing more than80 per cent of the total value turnover. Accordingto the ECB, this warrants the attention of pay-ment system overseers, as disruption in any ofthe larger and most interconnected correspon-dent banks could quickly spillover to interdepen-dent payment systems. In particular, liquidity andcredit risks pose a significant threat, since intra-day credit exposures are usually uncollateralised.

The Eurosystem has not introduced specificoversight requirements for correspondent banksin order to avoid any double regulation of banks.It has instead relied on banking supervision, wor-king together with supervisors at national,European and global levels. The ECB indicatedthat the prospective transfer of the task of super-vision of Euro area credit institutions to the ECBmay further facilitate such close cooperation inthe aim of ensuring that risks in correspondentbanking are consistently and uniformly covered inthe Euro area.

GTS network connects to more than 15,000 buildings

GTS Central Europe, provider of integratedtelecommunications solutions and data centerservices throughout Central and Eastern Europe,has announced that its fibre and radio networkhas surpassed a milestone of 15,000 on-net buil-dings.

In the past two years, GTS has invested over30 million Euro annually into network expansion,reflecting some of the most aggressive growth inthe region. In 2012, the network grew by morethan 1,300 new connected buildings, an averageof over 3 each day. The underlying drivers areincreasing bandwidth demand for data servicesand higher service levels as more customers relyon GTS for mission-critical applications. “Ourmetro networks connect commercial buildings toour regional fiber footprint that spans the CzechRepublic, Hungary, Poland, Romania and Slovakia.Having deeper coverage allows us to deliver moresolutions and better quality of service to meet thedemanding requirements of our customers. Morebuildings mean more customers able to receiveour fast growing Ethernet service and innovativeunified communications and collaboration solu-tions,” said Ignacio Irurita, CTO at GTS.

GTS has the most expansive network in theCEE region covering over 26,000 route kilometreswith 7,500 route kilometres in major metropolitanmarkets. Customers can choose from a full por-tfolio of connectivity, data centre and cloudcomputing solutions to support their business.With its 13 data centres throughout CEE, thecompany is able to deliver exceptional servicewhich meets the highest industry standards forsecurity and quality of service.

IGNACIO IRURITA, CTO AT GTS

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I n t e r v i e w

DR. DR. CHRISTIAN

MARMANDIU

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WEARING THE SMILEWith many years of experience in Western Europe,

Dr. Dr. Christian Marmandiu, Master of Oral Medicine in Implantology, Doctor of Medical Science, Owner of Ökodent

Zahnärzte Wettingen, Switzerland, Owner of Swiss EcodentClinic Bucharest, Romania, sees real potential

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When did you open the Bucharestclinic, what was the main factor behind your decision and whatinvestments have you made so far? We opened the clinic on 1st September 2010,

with the specific intention of importing the sameservice quality standards that we employ at ourclinic in Switzerland. We have of course investedin infrastructure and logistics, however our mostImportant investment has been channeled into ourtrustworthy staff.

How many employees work for Swiss Ecodent? Currently, the clinic’s daily operations are handled

by a team of 13 staff.

Are you considering expanding thenumber of staff and/ or opening newclinics? Of course, depending on the increase in demand

for treatments and procedures, we will considerexpanding our operations in Bucharest and possiblyother cities in Romania as well.

What are your expectations regarding the prospects of dental services in Romania?We are all involved in a continuous dental health

education process, so the more dental servicesproviders focus on offering quality and patientsatisfaction, the more these efforts will bepositively reflected in the number of patients andin treatments offered.

What is your view on the developmentlevel of dentistry services in Romaniaand the existing growth potential?Dentistry services have a huge potential for

growth, but considering that there are still areas with

minimum development, it is hard to believe thatdirecting the public’s attention towards dental healthmight become a priority any time soon.

What is your main professionalobjective this year?The project that has captured all our attention this

year regards the implementation of generalanesthesia facilities at our Dental Surgery unit. Thisproject has been successfully finalized, following theobtaining of full authorization and certification, andinstallation of all the necessary equipment. Thus ourDental Surgery can deliver a higher level of comfortand satisfaction for our patients.

What are the main difficulties /challenges you are facing in this sector?As with any sector, dentistry presents a number

of areas that require special attention. In randomorder, they concern the patients, due to ina -dequate dental health; the state, which continuesto keep this sector under-regulated; thecompetition, which is unloyal and focuses onquantity, implicitly leading to low service quality,causing patient dissatisfaction, lack of trust fordental services and patient migration to differentpractices and clinics. Another problematic aspectis staff quality, but the good news is that withappropriate and sustained training from employers,the personnel can develop both professionally andpersonally.

What types of dental services areavailable at Swiss Ecodent and whatare the most frequent procedures?Since its opening, the clinic has been

configured to meet all dental treatment needs,while other services to increase patient safety andcomfort have also been integrated (dentalradiology, free-shuttle, recall).

OF SUCCESSfor the development of dental practices in Romania. In an interview with Business Arena Magazine, the dentistspecialized in Implantology, Periodontics and Oral Surgeryshared his views regarding Romania’s dentistry sector,spoke about challenges and future opportunities in the field.

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I n t e r v i e w

Due to the poor dental health education amongthe public, there is need for all kinds of proceduresfrom basic to the more complex ones.

What is your view on the competition inthis segment and what can give you acompetitive edge?Competition in Romania is still far from being fair

and loyal, as most dental service providers and pa -tients simply focus on prices, ignoring service quality.

What potential isthere for medicaltourism?

Medical tourism has allthe potential to grow whenmedical services and patientcare values reach thestandards already availablein western Europe.

Do you havepatients fromabroad?

Yes, we do have patientswho come from abroad tobenefit from varioustreatment procedures atour clinic.

What attracted you to this profession? Applying the permanent evolution of technology

for a healthy and beautiful smile.

What are you favorite spare timeactivities? I very much appreciate the moments that I spend

with my family and also with my close and dearfriends.

City: Pietrosita, Dambovita county -recharging

Country: Romania – home countryRomanian hotel: Marmatia hotel, Sighet

International hotel (outside Romania):Tenerife, Europe Villa Cortes hotel

Bucharest/Romanian restaurant: CasaIurca de Calinesti, Sighet

International restaurant (outsideRomania): Tex Mex, Wettingen

Food: Polenta with cheeseDrink: MilkMovie: The Passion of the ChristActor: Amza PelleaAuthor: Umberto EcoLast book read: Delirul, Marin PredaCar owned: Mercedes

Favorite vehicle: SUVsHobby: PartiesRole model: Gandhi, Mother TeresaBusiness/banking leader: George

SorosMusic genre: JazzSinger/ group: Pavarotti/ QueenComposer: RavelSport: ChessTeam: Barcelona FCPlayer: Ilie NastaseLast vacation taken: three years ago,

Tenerife, five days, with familyMost prized possession: Faith in GodDate and place of birth: 03.09.1964,

Sighet, MaramuresBirth sign – Virgo, Dragon (Chinese)

F A V O R I T E S :

Many of the innovations that led to productivityincreases in manufacturing ended up playing a rolein the economic downturn that began in 2008,says economist Jopseph Stiglitz.

The result has been years of instability andinequality caused by a slowdown in global employ-ment, the Nobel laureate said in an address atDhurakij Pundit University in Bangkok onSaturday.

For a long time, he said, many countries havebeen focusing disproportionately on innovation inthe wrong areas, such as saving labour.

"We have a lot of unemployment and yet firmsare investing in machines to replace unskilledworkers," he said. "Do we want to create moreunemployment of unskilled workers? No. We wantto focus our innovation on saving our planet,resources, the environment and the quality of life."

Gross domestic product, he said, was not agood measure of economic performance. Thefocus instead should be on a typical person's medi-an income, sustainability and distribution.

Mr Stiglitz said the enormous productivityincreases in manufacturing have in fact outpacedincreases in demand, resulting in a decrease intotal employment in manufacturing at a globallevel. Inevitably, workers will have to move to theservices sector from manufacturing.

"If economic growth is under three of four per-cent you don't have new net job creation and the

only way to do it is to have productivity growth,which isn't a good solution," said Mr Stiglitz, aprofessor at Columbia University's GraduateSchool of Business.

As many as 25 million Americans are underem-ployed or unemployed, and although the UnitedStates may see a recovery in terms of growth, MrStiglitz predicts full employment will not bereached in this decade.

Inequality has also played a big role in the eco-nomic downturn.

"There's a link between inequality and instability.Markets are not necessarily fair – those in thefinancial markets walked away with mega bonuseswhile Americans walked away without jobs [after2008]," said Mr Stiglitz.

In a way, he said, the crisis of 2008-09 and itsaftermath have undermined some of the longstand-ing economic theories that dominated the profes-sion for 200 years.

"It's ironic that the situation the world is intoday is because we've had a lot of productivityincreases, which should have led to rising livingstandards for all citizens due to [advances in] sci-ence and enormous numbers of big and small pro-ductivity enhancers," the former economic adviserin the Clinton White House said.

"The change in the global rules should also haveled us to higher standards, and yet it seems justhaving the opposite effect."

WRONG INNOVATIONS CAUSED DOWNTURN

JOPSEPH

STIGLITZ

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Several years of exceptionally low interest ratesand bond buying by some advanced economy centralbanks have improved some indicators of banks’health while supporting the economy and financialstability, according to new research from theInternational Monetary Fund.In its latest Global Financial Stability Report, the IMFanalyzes the effects of central bank policies on banksand financial stability since the global crisis. Centralbanks have taken bold policy actions that havereduced banking sector vulnerabilities and stabilized

some markets,such as the inter-bank and mort-gage securitiesmarkets. But thepolicies may haveundesirable side-effects that couldput financial sta-bility at risk thelonger they are inplace.

The IMF said so far these risks are not showing upmuch in banks, but could be shifting to other partsof the financial sector, such as to so-called “shadowbanks.” There is also some concern that the pro-longed period of low interest rates is encouragingbanks to roll over nonperforming loans rather thanrepairing their balance sheets.

“So far, so good, but if the time that centralbanks have provided through their unconventionalpolicies is not used productively by financial institu-tions and their regulators, at some point we canexpect another round of financial distress,” saidLaura Kodres, chief of global stability analysis in theIMF’s Monetary and Capital Markets Departmentand the head of the team that produced the analysis.Despite the positive short-run effects for banks,there are financial risks associated with these centralbank policies, which are likely to increase the longerthey are maintained, according to the IMF.

The analysis found some aspects of this unprece-dented monetary policy may be delaying balancesheet repair in banks and could raise credit risk overthe medium term. This would explain the increase inmarket perceptions of bank default risk in responseto central bank policy announcements, the IMF said.Risks may also be shifting to other parts of the finan-

cial system not examined in the report, such as shad-ow banks, pension funds and insurance companies—or to other countries. Monitoring these risks requiresimproved data collection by those responsible formonitoring system-wide risks on non-bank financialinstitutions, as well as intrusive oversight by financialsupervisors. The report cautions that some risks maymaterialize when central banks end the measurestaken in the wake of the global crisis. Uncertainty about asset sales by central banks couldlead to shifts in market sentiment and rapid pricechanges that could result in losses for bond hold-ers—especially banks and central banks. The degreeto which long-term yields may rise from their cur-rently compressed levels, which would make bondprices drop, heightens this concern.

Losses could hurt weakly capitalized banks in theshort run, although the IMF said the net effect ofinterest rate increases may be positive for banks overthe medium term as their lending picks up.The report says that central bank policies shouldcontinue to support the economy and financial stabil-ity until the recovery is well established.

The IMF said policymakers need to be vigilant andassess the emergence of potential and emergingfinancial stability threats. They also should use tar-geted policies designed to foster bank balance-sheetrepair and reduce their vulnerability to market dis-ruptions. By reducing the risks in the financial sector,micro- and macro-prudential policies will allowgreater leeway for monetary policy to support theeconomy.The report identifies specific measures that couldprove helpful to contain credit risk and funding chal-lenges for banks, such as robust capital require-ments, improved liquidity requirements, and well-designed dynamic forward-looking provisioning.Because the experience with some macro-prudentialtools is still relatively limited, the IMF recommendsthat policymakers closely monitor the effectiveness oftheir policies and stand ready to adjust them asneeded. Coordination with other economic policies,such as monetary and fiscal policy, will also helpreduce the reliance on macro-prudential tools.To minimize adverse effects on market sentiment,the IMF points out that it is important that centralbanks communicate clearly about their strategies toexit from their extraordinary policy measures, aheadof their implementation.

IMF VOICES CONCERN OVER FRESH FINANCIAL RISK

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Spanish private equity firm GED hasannounced the acquisition of Duke hotel in PiataRomana in central Bucharest, as well as an almost6,000 square-meter refrigerating storage facilityin Popesti Leordeni, nearBucharest.

GED fully took over GroupMillennium 2000, controlledby several Turkish business-people, through which theDuke hotel was opened tenyears ago, while the refrigera-tion facility was opened in2010 with the help of 1.6 mil-lion Euro in EU funding.

"GED took over the fullstake of Group Millennnium2000 because it has two inter-esting lines of business - DukeLogistics and Duke hotel," saidRafael Trebolle, deputy manag-ing director of GED.

The representative of theSpanish company said the maingoal of the transaction was totap the market of refrigeratingstorage facilities and its loca-tion in Popesti Leordeni, nextto Bucharest's ring road, hadbeen an advantage.

"The hotel is very interestingand the investment in such anasset means that GED contin-ues to trust the Romanianhotel market and the futuredevelopment of the touristindustry. By keeping its three-star rating, GED's objective isto position Duke Hotel as oneof the first options forBucharest business travel and abetter variant for other touristswho want to be in centralBucharest," Trebolle also said.

The cost of a single room atthe hotel is EUR75 during theweek and EUR50 during the

weekend. Group Millennium 2000 ended 2010with a turnover of 1.9 million lei (0.4 millionEuro) and losses of 3.8 million lei, according toFinance Ministry data.

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GED BUYS DUKE HOTEL AND DUKE LOGISTICS

MIHAELA PAVNUTESCU & ALEXANDRU BARA

The proposed directive may be inspired by theDanish model, which stipulates that listed companies,state-owned ones and institutional investors mustinclude CSR information in their annual reports.

National policy frameworks The draft directive is still under development

and it is to come into force in 2014.Optimistically, its effects will be seen in 2014, inline with the economic and financial priorities ofthe EU.

Denmark introduced the annual reporting obli-gation on CSR activities in 2008, which hasproved to have a catalyst effect on the CSR prac-tice. Of the 1,100 companies covered by the law,97 per cent complied with it by 2009.

Romania has a national strategy to promotesocial responsibility. To date, the strategy has yetto show its effects, as the plan for actions on envi-ronmental issues is scheduled for 2014 - 2016.

A growing number of companiesdisclose social and environmentalinformationAccording to the Corporate Register, around

2,500 European companies publish CSR or sus-tainability reports, which place the EU in a positionof global leadership. This is still only a small frac-tion of the 42,000 large companies operating inthe EU.

In 2006 there were only 600 EU companiesregistered for CSR principles defined by the UNGlobal Compact. In 2011 the bar was raised to2,011. The number of organisations concernedwith environment reporting jumped from 3,300 in2006 to 4.600 in 2011. Also the number ofEuropean companies that issued a sustainabilityreport soared from 270 in 2006 to 2008 in2011.

According to the UNGS’s archives, 3,123 com-panies have been expelled since 2005 for failureto communicate progress on their efforts to imple-ment the UN Global Compact’s ten sustainabilityprinciples.

Despite the delisting exercise, the UNGS stillhas participating businesses from over 135 coun-tries and is signing up new businesses at a rate ofaround 100 companies every month. Many of theregistered companies are working actively toadvance greater environmental and social sustain-ability in the spirit of the ten universal principles ofthe initiative. Plenty of aspects still lack solutions atEU level as numerous companies and sectors lack

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Only 15 of 27 EU Member Stateshave national policy frameworksto promote CSR.Corporate Social Responsibility:National Public Policies in the EU, EC, 2011

C o r p o r a t e S o c i a l R e s p o n s i b i l i t y

THE NEW EXPECTED CSR POLICY:

THE EMPEROR’S NEW CLOTHES

a CSR strategy, approach or determination foraction.

A renewed EU strategy 2011-14The European Commission has previously

defined Corporate Social Responsibility (CSR) as “aconcept whereby companies integrate social andenvironmental concerns in their business operationsand in their interaction with their stakeholders on avoluntary basis”. Ideally by addressing their socialresponsibility enterprises can build long-termemployee, consumer and citizen trust as a basis forsustainable business models. Higher levels of trust inturn help to create an environment in which enter-prises can innovate and grow.

According to the document, to take thisresponsibility, organisations must first comply withthe existing legislation - focusing on the environ-mental and social impact –and with the commit-ments made to the social partners, be them localor regional. In the mid and long run the socialresponsibility of enterprises helps to mitigate thesocial effects of the current economic crisis,including job losses. Since 2012, the EU hasstarted to monitor the commitment of EU enter-prises with over 1,000 employees to observeinternationally recognised CSR principles andguidelines, and to comply with the ISO 26000.

European CSR award scheme 2013There is a need to promote market reward for

responsible business conduct, including through

investment policy and public procurement. There is no beating around the bush, the posi-

tive impacts of CSR on competitiveness areincreasingly recognized, but enterprises still facedilemmas when the most socially responsiblecourse of action may not be the most financiallybeneficial.

CE intends to create in 2013, multilateral CSRplatforms in a number of industrial sectors and toestablish a European CSR awards system for CSRactive enterprises. It is basically the first ever pan-European Award Scheme to inspire CSR excel-lence in multi-stakeholder projects.To date European countries are represented by a

consortium of 29 National CSR organizations. Thewinners of this award scheme will be invited to aEuropean awards ceremony in June 2013.

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The European Council and European Parliament have requested theEuropean Commission to enhance and continue the CSR policydevelopment. Thus in its Europe 2020 growth strategy the EC hascommitted to renewing EU’s approach on CSR. The plan is expected to materialise in a dedicated directive, which can be profitable forcompanies in terms or risk management, cost reduction, clientrelations, HR management and innovation.

The Commission is encouragingbenchmarking: Developing a policy toencourage companies tomeasure and benchmark theirenvironmental performanceusing a common life-cycle basedmethodology that could also beused for disclosure purposes.

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CSR, low-carbon economy &jobsThe EU and MS public policies acknowledge

the link between CSR practices and the fightagainst climate change.

While governments, the civil society and thepress are increasing their role as watchdogs, moni-toring the corporate environmental impact, only afew focus on the important role of companies inclimate change mitigation.

Companies contribute through R&D and newtechnologies investments. Green procurement asin energy efficiency and green energy procure-ment/production are becoming more representa-tive confirming part of the UNGS figures.

Enterprise commitment 2014priorities Since 2012, the CE has planned to engage

along with the enterprises and other stakeholdersin the CSR process and in elaborating a code ofgood practice for self and co-regulated process.The adjustment mechanism will be replaced byguidelines, and hopefully a Community of Practiceestablished.

A strategic approach to CSR is increas-ingly important to the competitiveness ofenterprises. The CSR watchdogs are anx-ious to see the EC 2014 priorities underthe CSR directive implementation plan.Also special attention will be paid to largeEuropean companies’ commitment toobserving the UNGC, OECD GL and ISO26000 in their CSR approach.

www.green-report.ro

Scenario of 6 mil. new jobs based on 30%climate emission reduction scenario

Both EU public and private sector recognise that thefight against climate change is not a single major concern,yet it constitutes an opportunity for generating new com-mercial opportunities and new jobs similar to the effectsof the financial crises.

According to the report A New Growth Path forEurope:

Sticking to the European climate emission reductiontarget of 20% by 2020 in a situation where this target hasbecome too weak to mobilize innovations and to stabilizepolitical will is the equivalent of digging deeper whilebeing stuck in a hole.

The scenario shows that over the coming decade rais-ing the EU’s climate target from 20% to 30% can fosterthe following outcomes by 2020:

• increase the growth rate of the European economyby up to 0.6% per year

• create up to 6 million additional jobs Europe-wide• boost European investments from 18% to up to 22%

of GDP• increase European GDP by up to $2004842 bn• increase GDP by up to 6% both in the old (EU15)

and new (EU12) member states.

The Commission’sintentions on investments: To consider a requirementon all investment fundsand financial institutionsto inform all their clients(citizens, enterprises,public authorities etc.)about any ethical orresponsible investmentcriteria they apply or anystandards and codes towhich they adhere.

C o r p o r a t e S o c i a l R e s p o n s i b i l i t y

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After a second day of meetings at the Eurogroupmeeting in Dublin, the Irish Finance ministerMichael Noonan has said that there needs to be aradical overhaul of how business is financed inEurope. Speaking after the summit, Noonan said,"There was a shared view that we must begin totake tangible action to assist in developing a morebalanced financial system in which banks, institution-al investors and public authorities all play a role insupporting long-term investment in growth andjobs."

He noted that in the US only 25% of externalfinancing for business comes from banking, but headded, in Europe the situation was reversed, withbetween 70% and 75% of financing coming frombanks.

With the European economy largely stagnant,there have been serious problems, especially forsmall businesses, who are finding it increasingly hardto source funds to develop their companies.

The finance ministers of the 17 Eurozonenations, with officials from the EuropeanCommission, Council and European Central Bank,there was agreement to complete a single bankingunion that would bring in a single set of rules andsupervisory body to oversee the banks and, in thesetroubled times, to use a uniform procedure to winddown failed banks.

They are also welcoming the political will to tack-le tax evasion and tax havens. Governments askingtheir citizens to accept austerity measures are facingpublic anger over the use of tax ruses to pay lessthan people generally consider to be a fair share.

The summit came after statistics showed thatunemployment has risen to 11.9% across theEurozone, some 19 million people.

In some parts the situation is desperate. Whileyouth unemployment is an alarming 24.2%, almostone in four, in Spain the figure for those under 24is over 55%.

The Celox Group, the owner of ORESAVentures, has taken the decision that ORESAVentures will focus its future investment activities onRomania. The group said ORESA would continue tosupport and develop its current portfolio companiesin Poland but not make new investments in thecountry.

“We see a long term investment opportunity inRomania for ORESA. The market opportunity isattractive for private equity investments with highquality local teams. Limited competition and thescarcity of alternative sources of capital for growthand succession, such as banks or institutional capi-

tal, make an attractive opportunity for ORESA.” saidFredrik Stenmo, Managing Director of Celox Group& Chairman of ORESA Ventures.

Fredrik Stenmo added: “While our Polish portfo-lio companies continue to show strong growth andprofitability, which we will continue to support anddevelop further, the Polish private equity market hasfierce competition from both local and internationalPrivate Equity investors, and with many alternativesources of capital. In addition, with the increasingsize of the Polish economy, the investment size wetarget is increasingly too small to buy shareholdingswith control in market leading companies.”

EU SEEKS TO EMULATE US BUSINESSINVESTMENT

Michael Noonan, Ireland's finance minister

ORESA VENTURES FOCUSES ON ROMANIA

R e g i o n a l e c o n o m yh

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Fitch Ratings believes that structural reforms arenecessary to raise growth potential in the maineast-central EU economies and re-start theprocess of income convergence with the EU aver-

age. In a new report, Fitch argues that low GDPper capita relative to the EU average constrainsupward sovereign rating momentum for thesecountries.

In addition, Fitch forecasts that average-weight-ed GDP growth in the five main Eastern Europeaneconomies in the EU but outside the Eurozone(Poland, Hungary, the Czech Republic, Romaniaand Bulgaria, or CEE-5) will rise to one per cent in

2013, following an estimated 0.6 per cent in2012.

Domestic demand is unlikely to lead the eco-nomic recovery in the CEE-5 in 2013. EU funds

could boost public investment,although the factors that have heldback EU fund absorption to dateare likely to continue to hinderfaster absorption. Conversely,Fitch believes that fiscal consolida-tion is largely complete in theCEE-5 and little additional fiscaltightening will be needed from2013. The average general gov-ernment deficit (GGD) in the CEE-5 was an estimated 2.9 per centof GDP in 2012, below theMaastricht threshold of three percent. Nonetheless, the agencybelieves that there is little fiscalspace in most CEE-5 countries toabsorb a severe external shock.

Beyond 2013, CEE-5 growthprospects appear brighter, provid-ed recovery takes hold in theEurozone, investment picks up andcountries engage in greater struc-tural reforms. However, potentialgrowth rates have fallen across theEU, limiting trade and foreigndirect investment opportunities,putting the burden on structuralreforms to reinvigorate growth.

Structural reforms could allowCEE-5 countries to generateautonomous momentum toimprove medium-term growthprospects and spur real income

convergence. These reforms cover a wide array ofsectors, including public healthcare, pension sys-tems, the labour market, innovation and SOEs.According to the ratings agency, overall improve-ments in the business environment will also be key.Fitch believes that Poland is currently best placedto enjoy a recovery, followed by Romania, Bulgariaand the Czech Republic. Hungary trails the othercountries.

FITCH RATINGS EMPHASISES THENEED FOR MORE STRUCTURALREFORMS IN CEE-5

E c o n o m yh

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Erste Group’s research report “Fiscal rules in CEE”finds that CEE5 countries (Czech Republic, Hungary,Poland, Romania and Slovakia) should benefit from thesix-pack fiscal rules introduced at EU level in 2011.The six-pack emphasizes structural benchmarks, whichtake into account cyclical developments and as suchare less harmful for growth than the previously usednominal targets. "The new structural criteria give CEE5countries more breathing space during the economicdownturn and thus reduce the risk of self-defeatingausterity. The rules also efficiently protect publicfinances from overspending during ‘good years’, whichwas the main cause of increased fiscal deficits in CEE5before," said Juraj Kotian, Head of CEE Macro/FIResearch at Erste Group.

The report emphasized that countries such as theCzech Republic, Poland, Slovakia and Romania have ahigher growth potential and lower debt levels than theother EU members, so they can afford a higherincrease of expenditures. "Many EU countries will needto raise taxes if they want to preserve the current levelof expenditures. By contrast, CEE countries do notneed to go for higher taxes, provided that they keeptheir economic policy growth-friendly and cap theincrease of expenditure below 1% in real terms. Theyalso benefit from a wide room for manoeuvre for thededuction of costs related to healthcare, pension andlabour market reforms and smoothing investmentexpenditures. This should incentivize them to pursuegrowth-focused economic policies," added Kotian.

Erste Group’s report also pointed out that all CEEcountries are currently in the Excessive DeficitProcedure (EDP) (together with other 11 Euro Areamembers) and are still committed to meeting the nom-inal three per cent of GDP deficit target before quit-ting the EDP. This is the only stage at which theCzech Republic, Hungary, Poland and Romania couldbe confronted with financial punishment. Kotianexplains: “The threat of temporary suspension of cohe-sion fund financing, which averaged about 0.7 percent of GDP in CEE5 in 2012, is a strong motivatingfactor for CEE5 countries to leave the EDP procedure.We expect them to do so in the next two years, takinginto consideration that some of them may request aone-year extension, invoking the recession in the EuroArea as a legitimate escape clause.”

Hungary can quit the EDP this summer, unless theEC puts into its Spring Forecasts deficits above threeper cent of GDP for 2013-14. Given the much betterfiscal development over the last year, the only potential

risk is that the EC forecast on the fiscal deficit for2014 edges above three per cent of GDP under ascenario of no policy change and some temporarymeasures running out. In order to rule out this risk,Hungary may announce some more durable consolida-tion measures in 2Q.

The Czech Republic and Romania are expected tomeet their EDP deadline based on data for 2013, sothey can formally quit the EDP in summer 2014. Inthe case of the Czech Republic, it could be a closecall, due to the deficit being close to the 3% of GDPthreshold.

It will be a challenge for Slovakia and Poland tobring their deficits below 3% of GDP this year, asrequired by their EDP. These countries can adoptadditional measures, but more ambitious consolidationin times of already weak growth could be ’too harsh’and would be in conflict with the intentions of therecently adopted framework. However, Poland andSlovakia can deduct part of their transition costs relat-ed to pension reform in order to meet the three percent deficit target by 2013 or use the explicit escapeclause which says that special circumstances like severeeconomic downturn or unusual events which are out-side of control of the country can be used for anextension of the EDP deadline for the purposes of cor-rection. Thus, in the worst case we expect the EDP tobe extended by one year without any problems.

The report also showed that once CEE5 countriesmeet their three per cent deficit target, they have tocontinue the consolidation in structural terms, accord-ing to benchmarks outlined in the six-pack. However,after quitting the EDP, non-Euro Area countries donot face the risk of any financial punishment for non-compliance with the structural rules, which creates apotential window for fiscal loosening. “Local debtbrake rules, albeit not always compatible with the newstructural benchmarks, are extremely important onceCEE5 countries quit the EDP. They make politiciansaccountable to the public and increase their awarenessabout fiscal responsibility, probably more than ‘exter-nally-set’ EU rules. The debt brake rules could be seenas complementary to structural benchmarks and par-tially substitute the debt reduction rule from the six-pack and fiscal compact,” concluded Kotian. WhileEuro Area countries with public debt of about 60 percent of GDP have to reduce their excessive debt,according to the debt reduction rule, the local debtbrakes in CEE prevent the debt from growing to the60 per cent of GDP level.

ERSTE GROUP EXPECTS CEE COUNTRIES TOBENEFIT FROM THE NEW EU FISCAL RULES

JURAJ

KOTIAN

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Enterprise Venture Fund I (EVF), the venturecapital fund managed by Enterprise Investors (EI),has signed an agreement to invest seven millionEuro in Elemental Holding, the largest non-ferrousmetals and electro-waste recycling company inPoland. Following this transaction EVF will hold10.2 per cent of the company. 

The group intends to use the additional equityfor further acquisitions that it is negotiating as partof its consolidation of the Polish scrap-collectionmarket, as well as for capex investments in scrapand recycling businesses.

Elemental Holding’s main source of revenue,which in 2012 amounted to 215 million Euro, isthe trading of recyclable materials, particularly non-ferrous metals, including their segregation and basicprocessing. The group also operates on the fastdeveloping mar-ket of electro-waste recycling,which involvesthe recovery ofmetals from usedelectrical andelectronic equip-ment. Since2012 the com-pany has beenlisted on NewConnect, analternative market of the Warsaw Stock Exchange.

The group’s aim is to continue its focus onorganic growth and on increasing its share of thePolish and global non-ferrous metals recycling sec-tor. Currently, in addition to its domestic activity,Elemental is also present on foreign markets, includ-ing rapidly developing Asian countries.

“This latest investment by Enterprise VentureFund confirms our strategy of supporting businessesled by management teams that have a well-definedplan for further development and that operate inpromising sectors of the economy. EU law willrequire member states to collect at least 85% ofelectro-waste starting in 2016. In Poland, thismeans increasing current volumes threefold, whichcreates tremendous opportunities for well-preparedcompanies operating in the market of recovery of

electrical and electronic waste. We are in no doubtthat the companies forming the Elemental group canmeet this challenge,” commented Rafał Bator,Partner of Enterprise Investors.

“The dynamic development of the domesticmarket for recycling and sale of recyclable materi-als gives Elemental Holding the opportunity toimplement an ambitious development strategy inPoland and abroad. We intend to make furtheracquisitions and to build a large, prospering capitalgroup. I am confident that Enterprise VentureFund will help us achieve our expansion goals inPoland and the CEE. At the same time we are verypleased that Elemental Holding’s robust positionon the capital market is reflected in the growingvalue of its shares,” said Paweł Jarski, CEO ofElemental Holding.

Enterprise Investors is one of the largest privateequity and venture capital firms in Poland andCentral and Eastern Europe. Active since 1990, thefirm manages funds with capital exceeding two bil-lion Euro. These funds have invested 1.6 billionEuro in 130 companies across a range of sectorsand exited 97 companies with total gross proceedsof 1.8 billion Euro.

Enterprise Venture Fund I is an EI-managed ven-ture capital fund raised in 2008 with total capital of100 million Euro. Its investments typically rangefrom one million to five million Euro per project,but can exceed that amount. The fund finances theexpansion of small and medium-sized enterprisesoperating in a range of sectors. To date, EVF hasrealized 13 investments in companies operating inPoland and the CEE.

R e g i o n a l i n v e s t m e n t

ENTERPRISE INVESTORS’ VENTURE FUND INVESTS POLISH RECYCLING COMPANY

RAFAŁ BATOR,PARTNER OF

ENTERPRISE

INVESTORS

Paweł Jarski,CEO of

ElementalHolding

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Choosing the right presents –tough task, great impactAs a business man, we know you can't waste any

good opportunity to stand out from your competitorsand give your clients one more reason to choose youroffer over others'. But to what to choose, where tobuy from, what to ask for?

A gift says something both about you, as it is yourchoice, and about the person you give it to. That iswhy you have to carefully select the presents you areto give in order to make a good impression and, whynot, a memory to last. Briefly, keep in mind the GIFTessentials:

Give a present to remember.Always.Imagine what the person you're choosing the gift

for would enjoy. Take into account the age of the person you offer

the gift to, the relationship you have and how well youknow each other, their personality, their tastes andhobbies, and also the occasion you're making the gifton.

Find the best presents you can afford, take the bestdeals you can get for that quality/price ratio.

Train your skills as a present guru, but do notunderestimate the impact of professional help from acorporate gifts provider.

Best time to offer presentsTake advantage of birthdays, holidays or special

occasions such as corporate parties or significantaccomplishments – e.g. when someone is gettingpromoted, when you sign a an important contract,get an award together with your team or any othermajor business event.

When is the best time to choosethe presents?The sooner, the better. If you place your order at

least 2 weeks before the deadline, you'll certainly getall the time and attention you need from your giftprovider. But if you'll procrastinate until Easter's Eve,well, you might have to choose from whatever is stillavailable. You should also consider the delivery timeespecially if you order more corporate gifts.CorporateBaskets.ro delivers the gift within 24 hours,either if the delivery is in Bucharest or in other city,regardless of the quantity (standard prices and couri-er delivery fees).

Good deals for Easter giftsCorporate gift providers have already prepared

their offers for Easter; so, you'll have plenty ofoptions to choose from.

Even if gifts for holidays seem to be the same oldones, well-reputed providers make a priority out offinding, selecting and bringing new innovative pre -sents. For instance, you'll find oncorporatebaskets.ro brand-new basket models, aswell as ornaments which are just being launched onthe Romanian market.

Good prices are also observed in order to offerclients the best deals.

Since Christmas 2012, gifts from Cor -porateBaskets.ro are now available in big retailchains, too, on even lower prices, due to big vo -lumes which allows the company get better quota-tions from providers. Moreover, Corpo -rateBaskets.ro direct clients get exclusive products,different from the ones on retail shelves, but for thesame good prices, since they come from the sameproviders.

HOW TO MAKE YOURBUSINESS SPRING

WITH A PRESENTAs ordinary as it may sound, a well-chosen gift is still the best way

to make a memorable good impression both in the personal life and inthe professional one. No matter how hard the crisis may haveaffected you, if you're still in the market, you must be ready to

impress with something nice, fresh, maybe even outstanding once ina while. Impress whom? Well, pretty much all your business partners,clients, providers or employees. How? Here are a few tips and tricks

to help you choose the best presents and make good deals, too.

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There are solutions for low-budget gifts, too: in2012, CorporateBaskets.ro launched Budget Gift,the brand which allows small companies to standout and make a high positive impact even on a lowbudget.

Where to buy corporate gifts from?We would strongly recommend you to go for a

professional instead of making experiments and hopefor a lucky shot.

With more than 8 years experience in the field,CorporateBaskets.ro has built a good reputation anda strong client portfolio - both multinational and localcompanies. At the same time, its offer has been continuously extended and diversified with carefullyselected products, from Romania and from abroad,such as fine chocolate, wines, coffee, cakes and otherexclusive delicacies, ornaments and impressive packages for their clients' gifts.

Give and winAs opposed to money bonuses or other promo-

tional methods, corporate gifts are 100% deductibleas expenses. Want to know how? Call 0729.BASKETand find out!

About CorporateBaskets.roFor the last 8 years CorporateBaskets.ro has establisheditself as a well-known provider of premium gifts for bothcompanies and persons. Recently, CorporateBaskets.roalso launched BudgetGift.ro, a new brand dedicated tolow-budget presents. CorporateBaskets.ro provides giftsto multinational and local companies from various fields:telecommunications, advertising, tobacco, pharma, archi-tecture, renewable energies, finance and banking, food &beverage, automotive. For more, please visitwww.CorporateBaskets.ro and facebook.com/corporatebas-kets or call 0729.227.538 / 0729.BASKET.

"Surprisingly prompt and flexible. I strongly recommendthem." Marius Stefan - Autonom Rent-a-Car

"We have an outstanding collaboration based on trust,thorough professionalism, the sense of urgency and espe-cially creativity." Alina Marinescu - JTI

“A method not to be forgotten by partners, a small easygesture for Christmas, Easter or Women's Day.” ElenaGrecu - Nomenius

"Our loyal clients constantlyask for our advice when theysearch for the best gifts to offertheir business partners. We areglad more and more Romanian

entrepreneurs become aware of the bene-fits outsourcing this task to professionalsprovides them with", Mr. RaymondGrigoriu, manager ofCorporateBaskets.ro says.“ ”

L u x u r y & l i f e s t y l e - T o p b r a n dh

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Jager-LeCoultre are celebrat-ing their 180th anniversary thisyear and so it’s not surprisingthat they are pulling out all thestops. The brand unveiled severalvery impressive new pieces atSIHH 2013, however for me (andfor many others I’m sure) theabsolute show-stealer was thebreath-taking Master GrandeTradition Gyrotourbillon 3 Jubilee.

True Haute HorologyNow, earlier today I took a

somewhat critical look at thenewly unveiled IngenieurConstant-Force Tourbillon fromIWC, which whilst extremely com-plex technically lacked, in myopinion at least, the correspon-ding aesthetic beauty required toqualify for the title of hautehorology. The Grande TraditionGyrotourbillon however suffersfrom no such drawback.

Presented in a pure platinumcase (no mixing and matching or‘fusing’ of materials here) thesemi-skeletonized dial managesto offer a dizzying array of infor-mation whilst still remaining sur-prisingly uncluttered and bal-anced, a testament to the brand’sdesigners and engineers. Hoursand minutes are shown on the main dial with the beautifully illustrated day/night indicator justdown below and to the right. Meanwhile the slightly smaller secondary dial houses an instantaneousdigital display for the chronograph, which is activated via a monopusher just above the crown.

Of course none of that really matters as let’s face it, no matter how badly you may want toknow what the time is, whenever you look at the dial all your brain is going to be able to focus onis the truly mesmerizing flying Gyrotourbillion inhabiting most of the bottom-half of the move-ment.

This is the first ever Grand Complication model to be equipped with a flying Gyrotourbillon,and as you can see from the images and the video it really is something special. Adding further tothe sense of wonder is the use of a spherical balance spring, a concept previously unheard of thathas been developed in-house by the brand.

On the reverse side a sapphire exhibition caseback reveals the beautifully finished Jaeger-LeCoultre Calibre 176 powering this masterpiece and ensures that plenty of light will get throughwhen you hold the piece up for viewing at various angles (an absolute must if you ever have thechance).

Limited to just 75 pieces the Grande Tradition Gyrotourbillon 3 Jubilee can either be boughtseparately or as part of a set of 3 platinum timepieces in the Jubilee collection (together with theMaster Grande Tradition Tourbillon Cylindrique Jubilee and the Ultra Thin Jubilee.) According to thebrand, those who purchase the 3-watch set will receive all three pieces with the same serial number.

Jaeger-LeCoultre Master Grande Tradition Gyrotourbillon 3 Jubilee

As the luxury market has remained largely untouched by the global economic turbulence, we continue our

journey into the world offine watchmaking with severalnew examples of exquisite creativity and style.

Triad is the first piece in Speake-Marin’s Mechanical Art collection and featurestriple hour-minute indications over a superb open dial, all set in a steel casecrowned with a regal red gold bezel

Once might be lucky, twice a coincidence, but three times is a pattern. Threeis a number heavy with symbolism and meaning; three encompasses beginning,middle and end; birth, life, and death; past, present and future.

Triad by Speake-Marin − the first piece in a new Mechanical Art collection −celebrates the number three with triple hour-minute indications over an open dialrevealing the mechanical art within. Eye-catching, heat-blued Foundation-stylehands pirouette in formation over gilded topping-tool-shaped wheels forming thepoints of an equilateral triangle around a smaller central topping-tool-shaped sec-onds wheel. The golden wheels stand out in stunning contrast against the hand-fin-ished movement plate, which has been rhodium plated to provide a distinguishedlustre. Indications and their mechanics are harmoniously framed by gold textaround the perimeter of the dial and the 18k gold bezel.

Striking white, three-dimensional applied numbers mark the hours at the fourCardinal points of the dial: 3,6, 9 and 12.

Triad is a limited edition of 88 pieces in stainless steel with 18k red gold bezel.

Hands: 3 x hour and minute Foundation-style hands in heat-blued steel / Central red gold topping-tool wheel rotates in 60 seconds / Outer black dial withwhite Roman numerals in relief, all hand finished

Text in red gold lacquer / Central dial: Circular-grained, rhodium-platedCalibre Eros 2 automatic-winding mechanical movement / Power reserve: 120 hours / Jewels: 35Twin barrels / Frequency: 28,800vph / 4Hz / ‘Triad’ top plate circular-grained, rhodium-plated / Iconic Piccadilly stainless steel case and 18K red gold

bezel / Three-piece case construction / Water resistance: 3atm/30m/100’Front and display-back sapphire crystals treated with anti-reflective coating Natural alligator leather strap with ecru stitching, featuring red gold tang buckle

Month display from the centre using the hour indicesA mechanical watch with a perpetual calendar, of a kind

never previously seen: the Moser Perpetual 1. Distinguishedwith the Grand Prix d’Horlogerie de Genève, the most presti-gious and coveted award of the Swiss horological industry.

This extraordinary watch of the new generation isequipped with the Moser double barrel and possesses a mini-mum power reserve of seven days when fully wound. The per-petual calendar, coordinated by purely mechanical means tothe various lengths of the months and the leap year, capti-vates with the unique clarity of its display.

Only the easily legible, big date on the dial and the dis-play of the month by a small hand from the centre of thedial reveal to the connoisseur what an horological master-piece he has before him.

If ever the date needs to be adjusted, this can be doneboth forwards and backwards via the crown of the watch.

Adjustment is also possible when the watch is actually inthe process of changing the date. A unique safety mechanismensures that none of the delicate parts is damaged if thewatch changes to the next day while the wearer is adjustingthe date backwards via the crown.

The «Double Pull Crown» mechanism makes it easier tolocate the central position of the crown for setting the date.It effectively prevents the inadvertent adjustment of thehands with the crown in its outermost position.

The rapidly and easily interchangeable escapement mod-ule provides enhanced ease of servicing. This module was used

for the first time by Moser and assists the watchmaker toreduce the length of the service times.

Another exclusive and unique feature is the execution ofthe pallet fork and the escapement wheel in hardened solidgold. A three-part, round designer case in precious metal,40.8 mm in diameter and 11.05 mm thick, with freelyformed side surfaces, discreetly convex sapphire glass and aseethrough sapphire glass back give the watch its unmistak-able appearance.

Hand-wound with true bevel wheelsDouble barrel, min. 7-day power reserveMoser tooth system in wheel train and pinionsPower reserve displayPerpetual flash calendar displayCalendar adjustable forwards and backwards at anyTime via the crown independently of the movementDouble pull crown mechanismHacking second / Screwed gold mountsMoser interchangeable escapementOriginal straumann hairspring®With stabilized breguet overcoilPallet fork and escapement wheel made ofHardened solid goldSilver-plated dial with sun pattern ground finishThree-part, round case in rose goldDiscreetly convex sapphire glassSee-through sapphire glass backAlligator leather strapWith solid rose gold folding clasp

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Speake-Marin’s Mechanical Art

MOSER PERPETUAL 1

L u x u r y & l i f e s t y l e - T o p b r a n d

Vacheron Constantin and the lady’s watch

In 2013, Vacheron Constantin dedicated most of its new watches to women.Three major collections, Patrimony, Malte and Métiers d’Art, encompass creations thathave been entirely conceived and designed for women.

The three Métiers d’Art Florilège models are fitted with mechanical manual-winding calibre 4400, developed and manu-factured by Vacheron Constantin. The time they record with such dependable regularity is one of poetic reflection. The bigmainspring barrel gives the movement a power reserve of around 65 hours. One distinctive feature is its 12½-ligne diameter(28.5mm), suited to today’s watchcases. Light moves the Côtes de Genève in waves across the bridges to show off the work-manship that goes into this outstanding calibre. The bridges, baseplate and other components are bevelled and decorated byhand on all their surfaces even if they are assembled out of sight. Leather straps in feminine colours bring the watches tograceful perfection.

The Métiers d’Art Florilège is a limited series of 20 collector’s watches with the bezel set withround-cut diamonds and 5 more with the bezel set with baguette-cut diamonds for the VacheronConstantin Boutiques. They all bear the Hallmark of Geneva. Institutionalised by the parliament of theRepublic and Canton of Geneva in 1886, the hallmark is an umbrella guarantee of provenance, workman-ship, durability and skill. Once independent, this unmatched label of quality was thoroughly overhauled in2011. The certification no longer applies to just the movement, but now to the watch as a whole. This isa major milestone for this hallmark of authenticity that has long had Vacheron Constantin’s support.

The three Métiers d’Art Florilège models are fitted with mechanical manual-winding calibre4400, developed and manufactured by Vacheron Constantin. The time they record with suchdependable regularity is one of poetic reflection. The big mainspring barrel gives the movement apower reserve of around 65 hours. One distinctive feature is its 12½-ligne diameter (28.5mm),suited to today’s watchcases. Light moves the Côtes dCalibre 4400, developed and crafted by Vacheron ConstantinEnergy Manual-winding / Movement diameter 28.60 mm (12’’’1/2)Jewelling 21 / Number of parts 127 / Frequency 4Hz (28’800 vibrations per hour) / Indications Hours, minutesPower reserve Approximately 65 hours / Case 18K white gold / Diamond-set bezel (85 round-cut diamonds, approx. 1.10 carats)Transparent sapphire crystal caseback / 37 mm diameterWater Resistance Tested at a pressure of 3 bar (approx. 30 metres) / Dial 18K white goldHand-guilloché and Grand Feu cloisonné transluscent enamelling / 18K white gold leaf-shaped handsStrap Colored shiny Mississippiensis alligator leather, large square scales, stitched-tipClasp Diamond-set 18K white gold buckle (21 round-cut diamonds, approx. 0.22 carat)h

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Today, Vacheron Constantin pays a new tribute to women. The2013 vintage, presented at the Salon International de la Haute

Horlogerie (SIHH) in Geneva, shows the brand’s determination todedicate their best work to women by combining the beauty intrinsic

in artistic craftsmanship with the technical mastery of the mechanismsof time.

Three major collections each offer their own interpretation of timein the feminine gender. The Malte collection extends the celebration ofits 100th anniversary with a seductive emphasis of its curvaceous case.

Patrimony is home to original creations in the Contemporary andTradition styles that extol the jewellery-making skills of the

manufacture’s gem-setters. Finally the latest opus of the Métiers d’Artcollection, called Florilège, draws from ancient knowledge to steal a

woman’s heart with three outstanding models.

Vacheron Constantin’s tradition as a producer of women’s watches started with the 19th century,when the first pocket-watches especially made for women appeared. Although smaller thanmen’s watches they were much more lavishly decorated and thus demanded skills inminiaturisation and decoration that only a few of the watchmakers of the time possessed.Vacheron Constantin was one of them. One of the first of the manufacture’s women’s watcheswas a quarter-repeater produced in around 1810 and which proves that watchmakingcomplications were not only for men.It was an age when a lady was not expected to know the exact time, still less enquire of it insociety. Vacheron Constantin therefore embarked on the creation of watches as real jewellery thatcame to symbolise the status of their owners. They were soon to become the indispensibleaccessory, worn chest high on a sautoir, hung on a chatelaine of keys, pinned to the dress ordisguised as a brooch. Such objects stretched the imaginative capacities of the manufacture’scraftsmen and women, not only the elite watchmakers but also the engravers, enamellists, engineturners,jewellers and gem-setters as they strived to meet the expectations of their wealthy clients.Diamonds, turquoises, rubies, pearls, onyx, garnets and many other precious stones weremustered to frame eye-glasses, create the petals and pistils of flowers, or bring glory to aminiature in enamels or a finely chased and engraved scene. The Vacheron Constantinmanufacture, attentive to the slightest detail, then attached as much importance to the case andmechanism as to ensuring the perfection of the chains, sautoirs or brooches accessory to thewatch. Gradually the precious and semi-precious stones were no longer confined to frames andoutlines, but constituted a decoration in themselves, progressively covering the entire preciousmetal of the case or bracelet and bringing jewellery to the peak of sophistication. When platinumstarted replacing silver, even finer monograms and other engraved motifs became possible.

Limited edition of 20 numbered pieces per model

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Parmigiani Adds New Tourbillon to Its Pershing Collection

L u x u r y & l i f e s t y l e - T o p b r a n d

Parmigiani Fleurier, the boutique brand founded bymaster watchmaker Michel Parmigiani, has added a newlimited-edition watch, called the Tourbillon Abyss, to itscollection of Pershing timepieces, established in 2007in a partnership with the prestigious Italian yacht man-ufacturer.

Introduced at the SIHH watch salon in January, thePershing Tourbillon Abyss, which is limited to 30 indi-vidually numberedpieces, has an excep-tionally light titaniumcase middle, a dynamo-metric screw-downcrown and a rose-gold,unidirectional bezel.The dial evokes the nau-tical influence ofPershing yachts, with itsdeep azure hue andwave patterns in variouslighter shades of blue,achieved by creatingmultiple fine layerswith an electroplatingprocess.

Like other time-pieces in Parmigiani’sPershing family — thebrand’s first sports col-lection — the watch’scase bears distinctivecurves that bring tomind the shape of ayacht’s hull. The maincase material is grade 5titanium, which is usedin both the aviationand nautical industriesand prized for itsstrength and resistanceto corrosion. It is also60 percent lighter than steel, which is surely appreciat-ed in a watch such as this, with its large case diameterof 45 mm. The titanium case middle has a double-brushed satin-and-polish finish suited to precious met-als.

The watch’s signature feature is a tourbillon at 6o’clock, which, like the rest of the watch’s movement,has been designed and manufactured in-house atParmigiani’s atelier in the Swiss town of Fleurier. The

movement, Parmigiani Caliber PF 510, also boasts aweek-long power reserve, displayed on the dial by ahand-type indicator at 12 o’clock. It is composed of237 components and features côtes de Genève decora-tion and hand-chamfered bridges. The case, which iswater-resistant to 100 meters, has a sapphire exhibitioncaseback, through which the owner can appreciate themovement and its finishing.

The central hour and minute hands are inParmigiani’s distinctive Delta shape and are coated withluminescent material, and the applied indices, in yellowgold, contrast nicely with the blues of dial. Anothersignature Parmigiani touch — an Hermès leather alliga-tor strap, here in a dark, marine blue that complementsthe dial — completes the package, along with anadjustable safety folding buckle in polished titanium.The Pershing Tourbillon Abyss will retail for $225,000.

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Inversion Principle Tourbillon by Fonderie 47for charity Cartier Rotonde de CartierPerpetual Calendar Chronograph

Introducing The L.U.C Engine One H, A Piece Of Automotive Inspired Haute Horology From Chopard

The Inversion Principle Tourbillon is a three minute central tourbi -llon with jumping hours and retrograde minutes, developed by Jaeger-LeCoultre alumnus David Candaux. Part of the proceeds from the sale ofeach watch will go to Fonderie 47, a charity dedicated to reducing thenumber of assault rifles in Africa.

The watch was designed by Adrian Glessing of Virtualideas while themovement was conceived by constructor David Candaux of Du Val DesBois. Candaux was formerly with JLC, where the projects he worked onincluded the Master Minuter Repeater and Spherotourbillon.

Making one revolution every three minutes, the Inversion Principletourbillon cage has three seconds hands, two of which are always hiddenunder the gun-sight frame on the sapphire crystal. The visible secondshand travels on a scale from one to 60 on the top third of the dial.

On the back is a plate covering the ratchet wheel, made from steelof a destroyed AK-47. This watch will help fund the destruction of 1000AK-47 rifles.

20 will be made, with 10 each in white and rose gold. The casediameter is 42 mm, with a thickness of 14.6 mm.

The retail price is US$350,000.

Today we have a racing-inspired piece of haute horology for you fromChopard. Looking at the L.U.C Engine One H, you would never guess that it iscoming from a brand with fine jewelry and watchmaking heritage like Chopard.The aggressive design beautifully shows off the in-house tourbillon movement,decorated to resemble a car's engine.

Chopard is no stranger to pushing boundaries, as we showed you a fewmonths ago with the L.U.C 8HF. While the 8HF is all about the speed of the bal-ance, the Engine One H is more abstractly inspired by speed, specifically by theengine of a racecar.

Looking at the dial side of the Engine One H, you can see the in-housemovement's tourbillon rotating on the right hand side. Opposite, on the left sideof the watch, is the power reserve indicator, which is meant to recall a fuelgauge. Chopard chose this horizontal dial configuration to invoke the cockpit ofa racecar, and the various finishes on the dial, including concave components,brushed surfaces, and the openworked bridges, take their cues from the finisheson such a car's engine.

Turning the Engine One H's titanium case over, you get an even better senseof this inspiration. The large grooved bridges visually anchor the tourbillon, withall other components hidden to increase the dramatic view of the tourbillon.Visuals aside though, this is one serious movement: it is a manually-wound, COSC-certified tourbillon with a 60 hour power reserve from one barrel.

The Engine One H is a limited edition of 100 pieces. We will have more onthis watch for you in the coming weeks, but for now, please visit Chopard formore information.

P r e s t i g e p a g e

Cum caracteriza]i atmosfera de pe pia]abancar\ dup\ primul trimestru al anului [i cem\suri ave]i `n vedere pentru ca obiectiveleCEC Bank din 2013 s\ poat\ fi atinse?

România, ca parte a Uniunii Europene, esteinfluen]at\ nemijlocit de evolu]ia acesteia, iar pia]a ban-car\ autohton\ nu are cum s\ fac\ excep]ie de la regul\,mai ales având `n vedere prezen]a masiv\ `n România ainstitu]iilor financiare cu capital din ]\ri ale Uniunii.

Sigur c\ `n primul trimestru al anului 2013 au contin-uat eforturile `ndreptate c\tre dep\[irea perioadei decriz\ `n care se afl\ economia mondial\. B\ncile co -merciale care `[i desf\[oar\ activitatea `n România s-auconfruntat mai ales cu necesitatea constituirii deprovizioane, ceea ce a condus la diminuarea veniturilor[i, implicit, a profiturilor.

Cu toate acestea, ultimele rapoarte statistice prezint\o cre[tere a activit\]ilor economice, `n special a expor-turilor, ceea ce `nseamn\ c\ asist\m la o revi gorare a economiei [i la sporirea aportului institu]iilorbancare `n economie, atât direct, cât [i indirect, prinfinan]area clientelei `n condi]ii competitive.

~n ceea ce prive[te CEC Bank, suntem permanentpreocupa]i de `mbun\t\]irea serviciilor [i produselor ban-care pe care le oferim, `n scopul cre[terii gradului de sat-isfac]ie a clientelei. Vom acorda, ca [i pân\ acum, oaten]ie m\rit\ finan]\rii IMM-urilor, din acti vitatea de produc]ie industrial\, agricultur\ [i tu rism,a AAPL-urilor, inclusiv prin finan]area proiectelor care auasigurat\ componenta din fonduri europene.

~n ce m\sur\ pot afecta turbulen]ele din Cipru capacitatea b\ncii de atragere a unor finan]\ri cu costuri rezonabile?

CEC Bank este o institu]ie financiar\ ce promoveaz\cu prioritate creditarea `n moneda na]ional\. Sigur c\suntem `n m\sur\ s\ le oferim solicitan]ilor [i finan]\ri `n

alte valute, cu prec\dere `n euro, `n baza unor aranja-mente pe care le-am ̀ ncheiat cu institu]ii interna]ionale deprofil, `n condi]iile pie]ei actuale.

Ce produse [i servicii noi preg\ti]i pentrusegmente cum ar fi IMM, agricultur\ [i pentruaccesarea de fonduri europene, identificate a fisectoare cu poten]ial de cre[tere ridicat?

~nc\ de la ini]ierea actualului exerci]iu financiar alUniunea European\ privind finan]area proiectelor prinfonduri europene, având la baz\ [i experien]a acumulat\`n perioada de preaderare, CEC Bank a dezvoltat o seriede produse bancare dedicate utilizatorilor de Instrumentestructurale [i Fonduri complementare pentru agricultur\[i pescuit.

~n principal, oferim clien]ilor, `n prezent, trei produsede creditare: creditul de investi]ii, creditul punte [i liniade credit pentru investi]ii, la care s-a ad\ugat [i un instru-ment nou, respectiv creditul punte pentru m\sura 112din PNDR, care vine `n sprijinul tinerilor fermieri.

De asemenea, oferta noastr\ mai cuprinde [iscrisoarea de garan]ie pentru restituirea avansului [iscrisoarea de confort solicitat\ de Agen]ia de Pl\]i pentruDezvoltare Rural\ [i Pescuit, precum [i creditele cu sub-ven]ie din Fondul European Agricol pentru DezvoltareRural\ de tip APIA, cu diverse destina]ii, de la asigurareacapitalului de lucru pân\ la bun\starea animalelor.

F\r\ `ndoial\ c\ dezvoltarea produselor [i serviciiloraflate deja `n portofoliu, precum [i identificarea de noioportunit\]i care s\ corespund\ exigen]elor viitorului exer-ci]iu bugetar 2014-2020 vor constitui [i pe mai departeo preocupare permanent\ pentru institu]ia noastr\.

Cum considera]i c\ va merge creditarea [i ce produse crede]i c\ vor avea succes `nacest an?

A[a cum am men]ionat anterior, datele statistice dinprima perioad\ a acestui an indic\ o revigorare a

CEC BANK

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Subliniind hot\rârea CEC Bank de a-[i men]ine pozi]ia `ntre cele mai importante cincib\nci din România, vicepre[edintele CEC Bank, Mihaela Popa, mizeaz\ pe poten]ialul pecare `l ofer\ activit\]ile agricole, proiectele dezvoltate de autorit\]ile administra]iei publicelocale, IMM-urile [i proiectele de dezvoltare `n parteneriat public-privat.

~ntr-un interviu acordat “Business Arena”, Mihaela Popa a vorbit despre priorit\]ile b\nciipentru anul `n curs [i provoc\rile cu care se confrunt\ pia]a bancar\.

CEC BANK ACORD| PRIORITATE FINAN}|RII IMM-URILOR, AUTORIT|}ILOR LOCALE {I AGRICULTURII

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Mihaela PopaVicepre[edinte C E C B a n k

economiei, tendin]\ care nu poate continua decât cuimplicarea semnificativ\ a sectorului bancar. Nu potspune care vor fi priorit\]ile [i orient\rile altor b\nci; cepot s\ v\ confirm este c\ CEC Bank va sprijini `n con-tinuare creditarea activit\]ilor agricole, proiectele dez-voltate de Autorit\]ile Administra]iei Publice Locale,IMM-urile cu poten]ial competitiv, precum [iproiectele de dezvoltare `n parteneriat public-privat.

~n acest scop, vom `mbun\t\]i permanent gama deproduse [i servicii specifice existente [i vom promovaaltele noi, `n m\sura `n care pia]a o va solicita.

Vom continua, de asemenea, abordarea pro-activ\a segmentului tradi]ional, acela al persoanelor fizice,printr-o ofert\ de produse [i servicii diversificat\ [icompetitiv\.

Ce aspecte considera]i c\ vor influen]a evolu]ia pie]ei bancare `n 2013?

Pia]a bancar\ este influen]at\ de o multitudine defactori, `ncepând cu apetitul pentru economisire, strânslegat de nivelul veniturilor popula]iei, dar [i de cos-turile vie]ii de zi cu zi [i terminând cu rambursareacreditelor `ntocmai [i la timp de c\tre beneficiari.

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Mai trebuie men]ionate aspecte care se refer\ lacursul de schimb al monedei na]ionale, po litica de dobânzi [i comisioane, m\surile de politic\economic\ (inclusiv prevederile Acordului Basel III),evolu]ia burselor etc.

Cum aprecia]i nivelul riscurilor la care suntsupuse b\ncile `n contextul actual [i cum potacestea s\ continue dezvoltarea activit\]ilorf\r\ a-[i asuma riscuri suplimentare?

De[i se spune despre b\nci c\ `]i dau umbrela petimp frumos [i ]i-o cer `napoi atunci când `ncepe ploa-ia, realitatea este un pic altfel. Sigur c\ b\ncile au pr i mit din partea depun\torilor bani, sub form\ dedepozite, pe care au promis s\ le p\streze `n siguran]\[i s\ le sporeasc\ cu dobând\. Dobânda se ob]ine prinplasarea depozitelor `n credite acordate pentru activit\]igeneratoare de profit, `n cazul pesoanelor juridice saupentru satisfacerea unor nevoi, `n cazul persoanelor fizice. De fiecare dat\, `n analiza `ntreprins\ de b\ncilecomerciale, un loc foarte important `l ocup\ identi -ficarea corect\ a sursei de rambursare a creditului. Peparcursul derul\rii creditului, mai ales dac\ este vorbade termen lung, ca `n cazul persoanelor fizice careachizi]ioneaz\ o locuin]\, intervin o serie de factorialeatorii ce nu pot fi estima]i `ntotdeauna corect dec\tre departamentele specializate `n managementulriscului. Sigur, `n baza experien]ei câ[tigate `n timp [i ainstruc]iunilor de lucru specifice se acoper\ `ntr-o propor]ie consistent\ riscul de neplat\, inclusiv princonstituirea la dispozi]ia b\ncii de garan]ii `n des -tul\toare. Dar acestea, uneori, se dovedesc foarte fragile, un exemplu clasic fiind garan]iile imobiliare, ac\ror valoare calculat\ `n urm\ cu, s\ zicem cinci-[aseani, `n prezent aproape s-a înjum\t\]it.

De aceea pot afirma c\ nu este posibil s\ desf\[oriactivit\]i de creditare f\r\ s\-]i asumi nici un fel deriscuri, pentru diminuarea lor fiind necesar\ asumarea`n egal\ m\sur\ a acestora atât de c\tre banc\, cât [i dec\tre beneficiarul creditului. Un rol deosebit de important revine, `n acest context, departamentelor deanaliza riscului din b\nci, a c\ror activitate trebuie permanent `mbun\t\]it\ [i diversificat\, pentru limitareala minimum a riscurilor implicate, atât `n beneficiulinstitu]iei bancare, cât [i al clientelei.

~n ce stadiu se afl\ procesul de schimbarea imaginii b\ncii [i de consolidare a tran s for -m\rii sale `n banc\ comercial\ universal\?

~n luna mai se implinesc cinci ani de când Casa deEconomii [i Consemna]iuni a devenit CEC Bank.Transformarea nu a constat numai `n schimbarea denumirii, p\strând `ns\ elementele clasice de identi -ficare a institu]iei `n percep]ia popula]iei, ci, mai ales, `nsaltul calitativ al activit\]ii, de la o banc\ de economii la

statutul de banc\ comercial\. Sigur ca evolu]ia nu aavut loc doar `n planul imaginii, ci mai ales `n structur\,cu prec\dere `n gama de servicii [i produse oferiteclien]ilor, `n cre[terea calit\]ii acestora [i `n mentalitateaechipei. Procesul nu s-a oprit, este `n continu\desf\[urare [i presupune permanenta `mbun\t\]ire atuturor laturilor activit\]ii CEC Bank, accentul fiind puspe cre[terea satisfac]iei clientelei [i perfec]ionarea atitu-dinii profesionale a angaja]ilor, pentru a fi `n m\sur\ s\r\spundem tuturor exigen]elor impuse de competi]iatot mai puternic\ din pia]a bancar\ autohton\.

Care sunt dificult\]ile cu care v\ confrun -ta]i `n efortul de consolidare a pozi]iei b\ncii?

CEC Bank se afl\ `n Topul 5 al celor mai importanteb\nci din România, pozi]ie pe care inten]ion\m s\ op\str\m. Provocarea este major\, având `n vedere atâtcontextul economic interna]ional, cât [i schimb\rile dinpia]a intern\ generate de procesele de fuziuni [iachizi]ii ca urmare a dorin]ei de consolidare a pozi]ieidin ierarhie sau de situa]ii care impun cu necesitateac]iuni de acest fel.

Totodat\, volumul provizioanelor constituite, desti-nate compens\rii eventualelor pierderi generate denum\rul [i valoarea creditelor neperformante, va avea oinfluen]\ important\.

~n aceea[i m\sur\, un impact considerabil `l va aveaalinierea la cerin]ele impuse de Basel III, ceea ce vadetermina necesitatea sporirii capitalului, concomitentcu cre[terea disciplinei prin respectarea strict\ anormelor de creditare.

Se spune c\ b\ncile au `n general rolimportant `n relansarea economic\, prinasigurarea de resurse financiare. Considera]ic\ b\ncile din România sunt preg\tite s\-[iasume acest rol `n prezent pentru a contribuila o mai rapid\ redresare a economiei?

Dac\ m\ refer strict la CEC Bank, r\spunsul meueste afirmativ. Vom continua s\ sprijinim activit\]iledesf\[urate `n agricultur\, ale IMM-urilor [i, `n general,proiectele bancabile, care `ndeplinesc criteriile stabilite`n privin]a administr\rii riscurilor [i de performan]\.Vom acorda prioritate finan]\rii proiectelor din fondurieuropene [i ne vom îndrepta aten]ia [i c\tre marileobiective de dezvoltare ce au `n vedere parteneriatulpublic-privat, inclusiv cele care presupun colaborareacu autorit\]ile publice locale.

Care este obiectivul profesional principalpe care `l ave]i `n vedere pentru acest an?

Voi continua, al\turi de colegii mei, s\ dezvolt [i s\aplic cuno[tin]ele profesionale [i experien]a acumulatela toate nivelurile de activitate ale CEC Bank, `n scopulmaximiz\rii performan]elor institu]iei, atât `n beneficiulclien]ilor, cât [i al echipei din care fac parte.

P r e s t i g e p a g e

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Accace î[i extinde serviciile la nivel global

Accace, firm\ ce ofer\ servicii de outsourcing[i consultan]\, a deschis recent dou\ birouri înSUA [i unu în Germania, ca parte din planul deexpansiune la nivel global. Astfel, compania aprecizat c\ `n ultimul an a început expansiuneastrategic\ în afara Europei Centrale [i de Est [i,de asemenea, a încheiat parteneriate cu firmede consultan]\ din întreaga lume pentru a puteas\ furnizeze servicii [i în locurile în care nu esteprezent\ fizic.

În prezent, Accace are birouri în Austria,Brazilia, Bulgaria, China, Croa]ia, RepublicaCeh\, Germania, India, Luxemburg, Olanda,Polonia, România, Rusia, Serbia, Slovacia,Slovenia, Ucraina, Marea Britanie [i SUA.

“Majoritatea clien]ilor no[tri se confrunt\ cudiverse probleme [i provoc\ri, mai cu seam\când au afaceri interna]ionale, din cauzamediului local complicat [i birocratic, astfel c\de multe ori am fost aborda]i, datorit\ calit\]iiserviciilor noastre, s\-i ajut\m cu opera]iunile lorîn diverse puncte pe glob. Tehnologia pe care ofolosim ne permite s\ avem o acoperite global\,astfel c\ ne putem ajuta clien]ii oriunde ar aleges\-[i def\[oare afacerile”, a declarat JJiri Majer,CEO, Accace.

Proiectul Enel “Mega Copacul”ajunge la etapa a doua

Peste 100 de voluntari ai Enel România [i aiAsocia]iei MaiMultVerde au plantat 4.000 decopaci `n Parcul Natural Comana, `n cea de-adoua etap\ a proiectul Enel “Mega Copacul”.Anul trecut, compania s-a angajat, `n parteneriatcu Asocia]ia MaiMultVerde, s\ planteze uncopac pentru fiecare 10 MWh de Energie Verdeconsumat\ de c\tre clien]ii s\i, companii.Lansat `n 2012 de Enel Energie [i Enel EnergieMuntenia, produsul Energie Verde ofer\companiilor din România oportunitatea de aachizi]iona electricitate provenit\ exclusiv dinsurse regenerabile [i de a sprijini astfelreducerea emisiilor de carbon. Pachetul EnergieVerde poate fi achizi]ionat de orice companiecare a optat pentru pia]a liber\ de energieelectric\, fiind deja ales de un num\r decompanii. Parcul Natural Comana este o arieprotejat\ de interes na]ional situat\ `n jude]ulGiurgiu [i are o suprafa]\ de 24.963 ha. Parculreprezint\ o zon\ special\ de conservare curegim de protec]ie pentru specii de flor\ [ifaun\, fiind declarat Sit Ramsar. Proiectul Enel“Mega Copacul” a fost lansat `n noiembrie 2012,când 700 de copaci au fost planta]i de voluntariiEnel [i ai Asocia]iei MaiMultVerde.

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O ROMÂNC|, ~N SPATELE UNORBRANDURI PENTRU B|RBA}IMARIAN CR|CIUN

Când poarta Unilever i-a fost deschis\ `n 2002,Liliana Caimacan acumulase deja o experien]\ depatru ani `n marketing, cercetare de pia]\ [i vânz\ri laSensiblu [i KRKA Slovenia. A trecut rapid larelansarea brandului Axe, apoi a urmat o etap\important\ atât `n dezvoltarea personal\, cât [i `n ceaprofesional\: relocarea `n cadrul biroului din Bosnia-Her]egovina, unde s-a ocupat de toate brandurile dinDivizia Home & Personal Care. {i aici a avut caobiectiv principal dezvoltarea departamentului demarketing [i a strategiei de marketing pentru fiecarebrand `n parte. S-a descurcat onorabil, iar r\splata nuavea s\ `ntârzie mult, dup\ cum ne spune chiar ea.Dup\ ce a revenit `n ]ar\ [i a supervizat din pozi]iade brand manager alte dou\ categorii ale m\rciiDove, a fost promovat\ [i a devenit CategoryManager Dove. Liliana s-a ocupat, ulterior, deprodusele de `ngrijire a pielii, dar [i de categoria deproduse de igien\ oral\. ~n 2010 a ap\rutoportunitatea de a se al\tura echipei regionale dinEuropa `n Germania unde, pentru `nceput, a f\cut ce[tia mai bine: a promovat timp de doi ani diviziaDove. “Pentru mine a fost un pas important `ndezvoltarea carierei, pe deoparte, dar [i pe planpersonal. Cu toate c\ sunt mai departe de familie,mi-am dat totu[i seama c\ Germania nu e atât de

departe de România”, sus]ine Liliana Caimacan.Din iulie 2012, românca a preluat brandurile pentrub\rba]i `n cadrul acelea[i echipe [i sus]ine c\ fiecaredin cei 10 ani de activitate petrecu]i la Unilever auavut farmecul lor. Mai ales c\ produsele pe care lereprezenta au evoluat, au devenit tot mai sofisticate,iar ast\zi ofer\ beneficii din ce `n ce mai diversificate[i stimuleaz\ dezvoltarea unor noi nevoi.

“Lucururile s-au schimbat destul de mult `n ultimiiani. ~n primul rând datorit\ accesului din ce `n ce maiu[or [i mai rapid la informa]ii, precum [i datorit\modific\rilor majore din societate. Ast\zi este multmai u[or s\ accesezi orice informa]ie dore[ti sau ainevoie prin mediul on-line, po]i intra `n contact directcu al]i consumatori sau cu branduri prin re]elele desocial media. Consumatorii au devenit mai sofistica]i,iar implicit a[tept\rile lor legate de un anumit produssunt mai complexe. Aceste schimb\ri au avut unimpact major `n modalit\]ile de comunicare, au adusmodific\ri `n ceea ce prive[te canalele de comunicarefolosite `n to]i ace[ti ani”, poveste[te LilianaCaimacan pentru “Business Arena” câteva din etapeleprin care a trecut.

Ast\zi, la 10 luni de când conduce din Germaniacategoria de produse de `ngrijire pentru b\rba]i,managerul Unilever este de p\rere c\ brandurile Axe[i Dove Man Care sunt “ceea ce orice om demarketing [i-ar dori“. Vorbe[te de dou\ m\rci total

LILIANA

CAIMACAN

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distincte, dar care sunt `n acela[i timp foarteatr\g\toare [i care `i ofer\ oportunit\]i de dezvoltareexcelente. Nu st\ prea mult pe gânduri [i recunoa[te,f\r\ modestie, c\ aceast\ provocare este `ncununareamuncii ei [i se simte, totodat\, onorat\ c\ a primit[ansa s\ lucreze pentru aceste m\rci. Sus]ine, `nacela[i timp, c\ atât `n România, cât [i pe celelaltepie]e europene, Axe este considerat un brandexcep]ional care se adreseaz\ tinerilor cu vârste `ntre15 [i 25 ani pe care `i sus]ine `n jocul seduc]iei.“Este un brand `n care, ca [i om de marketing, po]iface orice, unde trebuie s\ vii `n permanen]\ culucruri noi [i incitante pentru un target aflat `ncontinu\ schimbare”, adaug\ ea, f\r\ s\ uite c\, pede alt\ parte, Dove Man Care se adreseaz\b\rbatului matur, care a con[tientizat importan]a`ngrijirii personale.

Nu poate uita `ns\ c\ timp de [apte ani a lucratpentru Dove, marca feminin\ a Unilever, un brand cuo filosofie la fel de puternic\. {tie, astfel, c\ exist\diferen]e atunci când pune pe tapet o campaniepentru brand masculin fa]\ de un brand pentru femei.Pune `nainte de toate targetul c\ruia i se adreseaz\.Ne dezv\luie câteva din secretele sale [i ne spune c\printre lucrurile esen]iale `n dezvoltarea unei campaniise num\r\ `n]elegerea publicului-]int\, a barierelor pecare le poate avea `n folosirea unui produs [istabilirea acelor mesaje [i activit\]i care `i pot schimbaobiceiurile de cump\rare [i consum. O alt\ diferen]\pe care Liliana ]ine s\ o enumere `n promovareacampaniilor pentru cele dou\ tabere ale c\ror regizor[i scenarist a fost [i r\mâne `n continuare este tonul[i con]inutul mesajului pe care `l comunici, precum [i

canalele de comunicare folosite. “Dac\ ar fi s\vorbim despre pilonii acestor campanii, atât pentrubranduri de femei, cât [i pentru brandurile de b\rba]i,a[ pune pe primul loc `n]elegerea targetului. Aici estefoarte important ca el s\ fie definit atât princaracteristici socio demografice, cum ar fi vârsta,ocupa]ia, mediul, statutul familial, dar mai ales dinpunct de vedere emo]ional, pentru c\ acest aspect neva ajuta s\ `n]elegem cum poate rezona cu produsuls\u categoria respectiv\. {i, mai presus de toate, caresunt a[tept\rile sale de la un produs”, adaug\reprezentantul Unilever.

Pentru Liliana Caimacan, marketingul reprezint\ obun\ parte din via]a ei. {tie cu certitudine c\ atâtcon]inutul, cât [i tonul definesc mesajul care urmeaz\s\ fie comunicat. Sus]ine totu[i c\ `n cele mai multecazuri când se adreseaz\ b\rba]ilor, mesajelefunc]ionale sunt cele care rezoneaz\ cel mai bine cuei, `n timp ce femeile sunt mult mai atente [i maideschise c\tre mesajele emo]ionale.Totu[i, atunci când vine vorba desprecanalele de comunicare, diferen]aeste foarte mare. De ce? Dac\, deexemplu, femeile citesc diversereviste, b\rba]ii se orienteaz\ maimult c\tre ziare sau `[i iau informa]iilede care au nevoie de pe internet.“Femeile folosesc [i ele internetul dince `n ce mai mult, dar `n cazul lorre]elele de socializare au un rol foarteimportant. Pe scurt, marketingulevolueaz\ odat\ cu societatea, [i nuva disp\rea doar c\ se vor schimbamodalit\]ile de dezvoltare”, ]ine s\completeze ea [i sus]ine c\, `nambele cazuri, calitatea [i beneficiileunui produs sunt factorii esen]ialicare determin\ alegerea unui produs`n detrimental altuia. Potrivit omuluide marketing, diferen]a apare doaratunci când vorbim de beneficii:b\rba]ii sunt foarte aten]i la beneficiilefunc]ionale (n. red. - ce face acelprodus), `n timp ce femeile acord\ oaten]ie mai mare beneficiilor emo]ionale, [i anumecare este starea pe care o vor avea dup\ folosireaacelui produs.

Chiar dac\ nu recunoa[te `n totalitate, Lilianasimte c\ este mai greu s\ atragi un b\rbat s\cumpere produsul pe care `l promovezi [i asta pentruc\ ai la dispozi]ie mai pu]ine “cârlige”. “Nu a[ puteaspune direct c\ este mai greu sau mai u[or. Cheiaeste `ns\ s\ `n]elegi foarte bine targetul c\ruia teadresezi, s\ `i `n]elegi nevoile [i a[tept\rile [i apoi s\dezvol]i produse care s\ r\spund\ acestor a[tept\ri”.Dac\ la femei primeaz\ beneficiile emo]ionale pe carele ofer\, pre]ul [i apoi accesibilitatea, scara valoric\se `ntoarce când vine vorba de b\rba]i. Ace[tia punaccesibilitate pe primul loc atunci când vine vorba decriteriile de alegere a cosmeticelor, iar pre]ul este peultimul plan.

A `nceput s\ lucreze pentruUnilever `n 2002 caasistent de marketingpentru divizia dedeodorante, iar dup\ doardoi ani se ocupa, exclusiv,de relansarea branduluiAxe. ~n 2010, LilianaCaimacan a devenitEuropean Senior BrandManager Dove Skin Carela Unilever Germania, iarast\zi coordoneaz\brandurile pentru b\rba]idin cadrul companiei. }inta ei ca om demarketing: s\ vin\ `npermanen]\ cu lucruri noi [iincitante pentru un targetaflat `n continu\ schimbare.

Chiar [i dup\ cei10 ani petrecu]i`n Unilever,LilianaCaimacanrecunoa[te cuzâmbetul pebuze c\ ar faceoricând aceea[ialegere. De ce?Pentru c\,pentru ea, `nmarketing exist\`ntotdeauna oprovocarecontinu\.

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V-a]i al\turat Asirom `n anul 2005, ca vicepre[edinte, iar din 2011 ocupa]i func]ia de pre[edinte aldirectoratului companiei de asigur\ri. Care au fost principalele probleme pecare le-a]i avut de `nfruntat `n aceast\perioad\ `n ceea ce prive[te rela]iaAsirom – clien]i?Principala rela]ie pe care o construiesc cei doi -

asigurat [i asigur\tor - este de `ncredere reciproc\.Asigur\torul ofer\ poli]a pentru cazurile de risc, cares-ar putea produce `n via]a unui asigurat, iar acestatrebuie s\ aib\ `ncredere c\ asigur\torul `i va acoperipierderile `n momentul `n care riscul se produce.Fire[te, [i asigur\torul trebuie s\ cread\ c\ asiguratulnu-l va `n[ela [i nu va aduce dovezi neconforme curealitatea atunci când s-a produs riscul. Pentru compa-nia noastr\, rela]ia asigur\tor-client este pe primul loc.ASIROM a trecut la o vânzare consultativ\ [i puneinteresele clien]ilor s\i pe primul loc. Evident c\ neconfrunt\m [i cu provoc\ri ca urmare a crizei econo -mice [i c\ lupt\m de dou\ ori mai mult pentru `ncre -derea clien]ilor no[tri. Dar acest lucru nu face decât s\ne ambi]ioneze [i s\ ne motiveze.

Sunte]i cunoscut\ ca un manager de excep]ie. Cum rezist\ o femeie `nfunc]ii de top `n lumea financiar\?Pentru a r\spunde la `ntrebarea dumneavoastr\, a[

vrea s\ fac remarca potrivit c\reia nu exist\ diferen]ede gen `ntre managerii unor companii, sunt manageri[i atâta tot. Nu a[ putea spune c\ exist\ o calitatedeosebit\ pe care trebuie s\ o posede o femeie pentrua accede `n vârful unei companii de dimensiune mediesau mare; important este s\ ai calit\]i de manager.

Cum a]i reu[it s\ face]i trecerea de la sistemul bancar la sistemul deasigur\ri? Pentru un novice, diferen]a poate p\rea uria[\.~mi place s\ spun c\ `ntre sistemul bancar [i sis-

temul asigur\rilor exist\ o foarte mare asem\nare, suntsurori, dar nu sunt gemene. ~n plus, trecerea nu a fostfoarte complicat\ pentru c\ pe vremea când am con-dus institu]ia numit\ Eximbank, aceasta era atât banc\,cât [i institu]ie de asigur\ri a creditelor de export.

Cât de tare s-a sim]it criza economic\`n industria asigur\rilor?V\ voi r\spunde foarte direct, s-a sim]it [i se simte

foarte puternic. ~ntr-o economie `n recesiune,asigur\rile, care sunt un domeniu al serviciilor financia-re, au de suferit pentru c\ popula]ia `ncearc\ s\ `[iasigure primele necesit\]i [i abia dup\ aceea `[i satis-face [i celelalte dorin]e sau nevoi, cum ar fi acoperireariscurilor, prevenirea eventualelor evenimentenepl\cute.

Ce `nseamn\ s\ conduce]i o companie pe timp de criz\? Pentru a avea performan]e deosebite, o companie

are nevoie de stabilitate, atât a mediului economic, cât[i a mediului legislativ [i politic. ~n mediul de afaceri nu te po]i dezvolta decât având o predictibilitate a legisla]iei a tuturor tipurilor de reglementare. Avemnevoie de aceast\ predictibilitate pentru a puteaproiecta planurile de afaceri. Ca manageri, c\ut\mstrategii care s\ fac\ fa]\ acestei perioade de criz\economic\ [i financiar\ `n perspectiva `ncheierii rece-siunii. Exist\ semne [i la nivel global, [i la nivel euro-pean c\ lucrurile se vor a[eza `ntr-un termen mediu.Miz\m pe ideea c\ România va face fa]\ acestei

ASIROM CONTINU| DIVERSIFICAREA PRODUSELOR

{I SERVICIILORInvocând nevoia stringent\ de predictibilitate legislativ\, Mariana Diaconescu,pre[edinte, ASIROM Vienna Insurance Group, `[i p\streaz\ totu[i optimismul

`n privin]a tendin]elor de pe pia]a asigur\rilor. ~ntr-un interviu acordat “Business Arena”, Mariana Diaconescu a subliniat, printre altele, [i faptul c\,pentru crearea unor premise favorabile de cre[tere, asigur\torii trebuie s\ se

implice [i `n campanii de educare a popula]iei `n privin]a riscurilor.

P r e s t i g e p a g eR

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perioade [i c\ `[i va relua dezvoltarea, trebuie s\ nep\str\m optimismul.

Cum a]i caracteriza, per asamblu,pia]a de asigur\ri din România `nacest moment [i care sunt “pre -viziunile” pentru urm\torii cinci ani?Dac\ ar trebui s\ fac o apreciere general\ cu privire

la perspectiva pie]ei asigur\rilor `n anul 2013, cum amspus mai devreme, industria asigur\rilor nu poate facecu mult mai bine sau cu mult mai r\u decât se prezint\economia na]ional\, iar previziunile sunt prudente. Ocre[tere de 5% o apreciez foarte optimist\.

Din punctul meu de vedere, important pentru acestan este s\ stabiliz\m nivelul costurilor, ce va avea caefect echilibrarea bilan]urilor. ~n ceea ce prive[teurm\torii cinci ani, cred c\ trebuie `ntotdeauna s\ nep\str\m optimismul. Sper\m la o cre[tere a segmentu-lui de asigur\ri de via]\, mai ales.

Care sunt planurile ASIROM `n ceeace prive[te portofoliul de produse `n2013? Ave]i `n plan lansarea unor noiproduse?Orientarea ASIROM, din punct de vedere strategic,

este c\tre retail. Prin retail `n]elegem atât persoane fizi -ce, cât [i IMM-uri. ~n acela[i timp, ASIROM continu\s\ deruleze proiecte dedicate pie]ei de corporate,urmând s\ diversific\m [i s\ `mbun\t\]im produsele [iserviciile dedicate ambelor segmente. Liniile de businesspe le vom exploata `n continuare anul acesta, dar [ianul urm\tor sunt: asigur\rile de via]\, asigur\rile non-auto, dar [i asigur\rile auto. ~n anul 2012 ne-am con-centrat pe echilibrarea portofoliului de produse, iaracest lucru continu\ [i `n 2013. Am lansat produse noi[i competitive, care s\ fie conforme cu nevoile clien]ilor[i vom face acest lucru [i `n acest an.

Recent, a]i câ[tigat premiul BestInnovative Life Insurance Productpentru Global Forte, `n cadrulevenimentului Austria - RomaniaRoundtable Business Conference & Awards 2013. Ce `nseamn\ pentrudumneavoastr\ [i pentru ASIROMacest premiu?

Am fost, bine`n]eles, onora]i de primirea acestuipremiu. Global Forte este un produs pe care l-amdezvoltat pentru client. Vrem s\ le oferim acestoraconfort, protec]ie, o vârst\ a treia demn\, planifi-care financiar\ [i men]inerea standardului de via]\printr-o mare flexibilitate `n alegerea modului deplat\. Faptul c\ eforturile noastre `n dezvoltareaunui astfel de produs au fost recunoscute`nseamn\, `ntr-adev\r, mult pentru noi ca echip\.Ne str\duim s\ venim constant cu produse inova-tive [i flexibile care s\ ]in\ cont, `n primul rând, denevoile clientului.

Cât de educa]i sunt românii `n privin]a asigur\rilor?Nivelul de educa]ie `n privin]a asigur\rilor nu

este unul deosebit de ridicat, `ns\, odat\ cu ade -rarea României la Uniunea European\, lucrurile s-au `mbun\t\]it. Noi, ca asigur\tori, trebuie s\ne implic\m `n campanii de educare a popula]iei,`n con[tientizarea popula]iei c\ riscurile apar. VIG [i, implicit, ASIROM sunt foarte implicate `n`ncerc\rile pie]ei de a con[tientiza popula]iaasupra importan]ei asigur\rilor. Am sus]inutCampania Na]ional\ “Asigur\-te”, prin care se`ncearc\ o educare [i o informare a publicului pe teme de asigur\ri auto (RCA&CASCO), delocuin]e, via]\ [i s\n\tate. Cred c\ ar trebui s\existe o ac]iune concertat\ atât a statului, cât [idin partea industriei asigur\rilor pentru educareapublicului larg cu privire la riscuri [i posibilitateaasigur\rii lor. Aceasta ar trebui `nceput\ de lavârste foarte fragede. Este o educa]ie privind oatitudine prudent\ [i responsabil\ `n via]a de zicu zi a copilului [i a adultului din viitor. Ar trebuis\ ne `nv\]\m copiii c\ trebuie s\ se asigure, a[acum `i `nv\]\m s\ nu treac\ pe culoarea ro[ie.

Ce a]i `nv\]at de la austrieci de când lucra]i cu ei?~ntreaga filosofie a grupului [i a colegilor pe

care `i avem este dominat\ de modestie, de bun-sim] [i de `ncercarea de a face lucrurile bine [itemeinic. De aceea, aici, `n România, au mizat pecompaniile care au acela[i profil.

MarianaDiaconescu

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PROVOCAREA DE FI COACH

~N ROMÂNIAMARIAN CR\CIUN

Poate c\ nu te-ai a[tepta ca un om cu o experien]\bogat\ `n func]ii executive de top `n companiimultina]ionale de mai mult de 10 de ani [i care, `nprezent, lucreaz\ cu top executivi `ndr\zne]i s\ `]i

`mp\rt\[easc\ experien]a de-o via]\ `ndoar câteva ore. Din fericire, LiliaDicu este acel personaj caremanevrez\ cu stil o conversa]ie [i`mpacheteaz\ con]inutul `n frazescurte, dar care dau valoarecuvintelor. Ea de]ine numeroasecertific\ri `n coaching [i se mândre[tecu acreditarea din partea prestigioasei[coli Newfield Network, dar [i cucertificarea ca Professional CertifiedCoach, acordat\ de Federa]iaInterna]ional\ de Coaching (ICF) –organiza]ia num\rul 1 din lume carereglementeaz\ profesia de coach lanivel interna ]ional. Iar pentru Lilia,coaching-ul este mai presus de toateun job, dar care `nseamn\, `n paralel,un parteneriat cu o persoan\ sau oorganiza]ie pentru a ob]ine ce-[idore[te aceasta din urm\. “Lucrez curesursele, infrastructura [i tot ce `mipoate pune la dispozi]ie acea persoan\sau organiza]ie. Preiau executivi detop, care conduc organiza]iile prin

procese critice de schimbare [i care sunt asalta]i deprobleme [i responsabilit\]i importante. Au o presiuneuria[\ de a conduce destinul organiza]iei [i aloamenilor, iar eu `i acompaniez s\ descopere [i s\implementeze cea mai potrivit\ strategie de schimbarepentru situa]ia lor concret\, s\ fac\ salturi gigantice `nperforman]\ [i s\ ob]in\ rezultatele spectaculoase pecare le urm\resc”, sus]ine Lilia Dicu.

Ini]ial, a fost director de resurse umane al LukoilLD, apoi a trecut printr-o organiza]ie care s-aprivatizat [i `n care a trebuit s\ introduc\ practici [ipolitici noi pentru a ajunge s\ fie corespunz\toare cumediul competitiv [i privat. A [i predat la un momentdat, iar ultima dat\ a lucrat la Sumitomo Electric

Wiring Systems, o companie din Japonia specializat\ `nproducerea de cablaje electrice. “Mereu am avut de-aface cu oamenii [i am o curiozitate vie fa]\ de ei, dece se `ntâmpl\ cu ace[tia”, recunoa[te, ast\zi, coach-ul, care `n 2006 c\uta pentru prima dat\ defini]iaacestui cuvânt pe internet. Ulterior, s-a documentat [i[i-a f\cut un obiectiv din a descoperi care este voca]iaei cu adev\rat. {i dac\, ini]ial, se gândea s\ se ocupede consultan]\ `n resurse umane sau s\ se asocieze cucineva [i s\ deschid\ o firm\ de training sau deconsultant, `n cele din urm\ a ales coaching-ul. Astudiat al\turi de speciali[ti de talie interna]ional\ [i aprimit confirm\ri din mai multe surse c\ este potrivit\pentru acest job. Avantajul ei `n carier\ a fost c\provenea din lumea executivilor, iar ei i-au cerutajutorul când propriile cor\bii au `nceput s\ ia ap\.Lilia s-a angajat la The Ken Blanchard Companies, ocorpora]ie care vinde servicii de coaching, [i, `ntretimp, [i-a luat acreditarea. “Deja eram `n aceast\ pia]\[i aveam clien]i antreprenori. Ba, mai mult, f\ceam

coaching [i cu cei de acas\. Eram `n coaching-mood.Lucram foarte mult prin Skype [i prin telefon, maipu]in fa]\-`n-fa]\. {i totul a `nceput s\ se mi[te. Din2009, am `nceput s\ fiu mul]umit\ de veniturile pecare mi le oferea profesia de coach, de[i au fost vreodoi ani jum\tate când a trebuit s\ fac strategia [i demulte ori am fost nevoit\ s\ muncesc pro bono”, `[iaminte[te ea, cu toate c\ [i azi consider\ totu[i c\foarte pu]ini oameni `n]eleg, cu adev\rat, termenul decoaching. Din punctul ei de vedere, exist\ o lips\ denotorietate a acestei meserii, iar acest lucru reprezint\,`nc\, o provocare foarte mare.

Sus]ine `nver[unat c\ prin coaching po]i ob]ine

Lilia Dicu: “Atunci cândlucrez cu multina]ionale,totul e diferit! Nu estenevoie ca ele s\ sereinventeze, pentru c\

multe s-au impus prin viziunea,misiunea [i valorile organiza]iei. {i, cumva, acele lucruri se tr\i esc`n cadrul organiza]iei.” “ ”

De mai mult de[ase ani, Lilia

Dicu esteExecutive

Coach, iar ast\zi se

poate mândri c\a lucrat cu cel

pu]in 130 dedirectori de top

din Europa [iOrientul Mijlociu.

Urm\torul pas `n carier\?

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lucruri tangibile, pe care ]i le dore[ti, `ntr-o perioad\determinat\ de timp. Iar pentru ca un om s\ schimberealitatea exterioar\, este nevoie s\-[i schimbe dinlimbaj, din postur\, din emo]ii. Crede, totodat\, c\poate cel mai mare beneficiu al coaching-ului estefaptul c\ omul se poate repozi]iona, poatecon[tientiza, asuma [i transforma orice `[i dore[te `nvia]\. Dar pentru a ajunge la un asemnea nivel depreg\tire este nevoie de timp.

Ast\zi, `n coaching exist\ trei niveluri reprezentatede Federa]ia Interna]ional\ de Coaching, ICF. Nivelulde Accredited Certified Coach, Professional CertifiedCoach [i Master Certified Coach. ~n România sunt 17persoane Accredited Certified Coach [i dou\Professional Certified Coach, Lilia Dicu fiind unuldintre ace[tia. Iar experien]a c\p\tat\ de ea `n timp ooblig\ s\ se deta[eze de problemele personale.Consider\ c\ e[ecurile sunt, de fapt, rezultate pe carese poate construi, iar prin coaching nu schimbi un om,ci `l aju]i s\ vad\, s\ `n]eleag\ ce se `ntâmpl\ `n jurullui. Ba, mai mult, sus]ine chiar c\, atunci când estedeschis, are noi abilit\]i, vede comportamente [iabordeaz\ probleme, omul se transform\ [i el. {i totuleste ca un virus, care se ia de la unul la altul.

Recunoa[te, f\r\ perdea, c\exist\ o diferen]\ de menta -litate `n ceea ce `i prive[te pestr\inii din România, dar,totodat\, `n coaching se simte[i diferenta `n func]ie defiecare domeniu de activitate`n parte. Are clien]i cu carelucreaz\ `n Moscova [i care auo cu totul alt\ atitudine fa]\ decei din aceea[i corpora]ie dinSuedia. “Mul]i nu [tiu c\, defapt, nu exist\ cale gre[it\.Atunci când un executiv vreas\ schimbe organiza]ia,provocarea cea mai mare estes\ fie atent, nu la cuvinte, ci lace li se spune `n organiza]ie, lalimbajul organiza]ional, la cumse comport\ organiza]ia. ~ncoaching, coach-ul vede careeste situa]ia executivului, caresunt serviciile [i contracteaz\`mpreun\ cu clientul ce vrea s\ob]in\“, adaug\ ea.

~n paralel, o provocaremare pentru Lilia Dicu aconstat [i `n faptul c\, dup\ cea aprofundat `ndeajunsabilit\]ile de coach, a devenit

necesar s\-[i construiasc\ un business de coaching,ceea ce nu a fost deloc acela[i lucru cu a fi talentat [ifoarte bun cu oamenii. Cea mai lung\ perioad\ decoaching sau cel mai lung contract s-a `ntins pe operioad\ de doi ani de zile, timp `n care a ajutat oorganiza]ie s\ ajung\ de la punctul A la punctul B [i af\cut coaching executiv cu doi parteneri executivi dinorganiza]ie. Au existat `ns\ [i contracte pe un an dezile [i chiar de [ase sau trei luni. Cel mai greu a fost s\lucreze cu acei clien]i care [i-au pierdut motiva]ia [i numai [tiau care sunt urm\torii pa[i. Dar a reu[it mereus\ `i pun\ pe drumul cel bun.

Chiar dac\, acum, viseaz\ s\ vad\ din nou, cuochii studentului, teoria de coaching [i este gata s\se `nscrie la noi cursuri pentru urm\torul nivel fa]\de ceea ce a `nv\]at, Lilia are [i alte planuri.Urm\troul pas pentru ea? Dezvoltarea proprieiafaceri. “Niciodat\ n-am vrut o afacere personal\.De-abia acum `mi construiesc propriul business. {iasta pentru c\ `n urm\torii trei-cinci ani vreau s\consolidez ceea ce am realizat pân\ acum. V\d `ncoaching o industrie `nfloritoare [i sunt sigur\ c\num\rul speciali[tilor va cre[te foarte mult“, `ncheieantreprenoarea `n coaching.

LILIA DICU

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Dup\ o c\l\torie de neuitat `n atmosfera prie-tenoas\ [i plin\ de savoare a Texasului, NoraSeroussi, fiica bine-cunoscutului om de afaceriJoseph Aslan Seroussi, s-a hot\rât s\ transformeaceast\ experien]\ deosebit\ `ntr-o idee de afa-cere. Astfel, cu efort sus]inut [i dedica]ie, NoraSeroussi a reu[it s\ aduc\ `n centrul Capitaleipreparatele delicioase, atmosfera prietenoas\ [iservirea de bun\ calitate specifice Texasului.

Aripioarele de pui picante, T-bone stake, coaste de vit\ Black Angus sau TexasPorterhouse steak sunt doar câteva dintrebun\t\]ile cu care Texas West Grill Restaurant `[ia[teapt\ clien]ii. ~n plus, pentru o atmosfer\ câtmai autentic\, accesoriile, cum ar fi tacâmurile,farfuriile [i decora]iunile, au fost aduse direct dela Dallas. ~ntr-un interviu acordat “BusinessArena”, Nora Seroussi a vorbit despre `nceputu-rile afacerii din România [i planurile de viitor.

Cel pu]in `n România, când sepronun]\ numele "Seroussi", lumease gânde[te la brandul vestimentarmasculin, dar de curând o ramur\ aacestui nume bine-cunoscut seidentific\ cu Texas West GrillRestaurant. Ce dori]i s\-i oferi]iclientului român cu [i prin acestcochet col] de America?Am vrut s\ aduc un concept interesant, care s\

vibreze `n România. Mâncarea american\ are ungust diferit [i arome unice, iar noi am vrut s\`mp\rt\[im acest lucru cu clien]ii no[tri. Designul[i serviciile sunt tot atât de diferite.

Când a]i venit prima dat\ `n România[i ce impresie v-au lasat aceast\ ]ar\,peisajele [i mai ales oamenii ei?Vin aici de peste 35 de ani [i am v\zut

schimb\ri majore `n tot acest timp. Peisajele suntfrumoase, arhitectura - splendid\, iar oamenii suntminuna]i.

Cum v-a venit ideea deschiderii unuirestaurant cu specific texan,dep\rtându-v\ de brandul construit detat\l dumneavoastr\?Am vrut s\ fac ceva special, s\ creez un loc

primitor [i confortabil. Dup\ ce am vizitat ora[ulDallas, unde toat\ lumea este prietenoas\ [i primi-toare, m-am gândit s\ aduc [i aici pu]in dinsavoarea Texasului.

Cum v\ descurca]i cu limba român\?Este un proces de `nv\]are continuu. Am fost

pus\ `n situa]ia de a comanda faian]\, prosoape [imulte alte materiale necesare pentru restaurant. {i`n func]ie de cine vorbe[te cu mine, `n general`n]eleg cel pu]in 80% din ceea ce se spune.

Cum v-a]i planificat [ederea `nRomânia, pe termen nelimitat saupân\ v\ asigura]i c\ afacerea mergede la sine?Aceasta depinde de români `n bun\ m\sur\ [i

cât de frumos se vor purta cu mine. ~n principiu,am de gând s\ stau aici pentru o lung\ perioad\de timp.

Cât de implicat\ sunte]i `n via]asocial\ românesc\?Care via]\ social\? Eu conduc un restaurant! Ies

din când `n când cu prietenii mei apropia]i, iar varane distr\m acas\.

V\ e dor de America?~ntotdeauna.

AROME TEXANE

~N MIJLOC DE BUCURE{TI

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Volksbank România a lansat Depozitul cuTermen Flexibil pentru a completa gama de pro-duse de economisire destinate persoanelor fizice.Potrivit b\ncii, noul produs poate fi contractat cu omaturitate de trei, [ase, 12 luni, principalul avantajconstând `n faptul c\ deponen]ii pot lichida depo -zitul cu o anumit\ perioad\ `nainte de scaden]\,`ntre o lun\ [i patru luni, f\r\ a pl\ti comision deretragere numerar [i f\r\ a pierde dobânda acumu-lat\.

Banca a mai precizat c\ rata de dobând\ aDepozitului cu Termen Flexibil variaz\ `ntre 5,55%[i 6,15% pe an la lei [i 3% - 3,6% pe an la euro `ncazul depozitelor deschise `n sucursaleleVolksbank. Clien]ii pot deschide Depozitul cuTermen Flexibil [i prin Internet Banking, `n acestcaz beneficiind de bonusuri la dobând\ de 0,25%pe an `n cazul depozitelor `n lei, respectiv 0,15%

pe an `n cazul depozitelor `n euro.”Una dintre cele mai importante criterii pentruclien]i `n alegerea unei b\nci este flexibilitea [iaccesul facil la sumele economisite. De aceea,majoritatea depozitelor sunt pe termen scurt: una-trei luni.

Prin lansarea acestui produs vrem s\ `ncuraj\mclien]ii s\ economiseasc\ pe termene mai lungi,oferindu-le dobânzi mai mari. De exemplu, `n loculunui depozit standard pe trei luni, pot `ncerca s\economiseasc\ pe un termen pu]in mai lung –patru luni. Pot face asta optând pentru Depozitulcu Termen Flexibil la [ase luni, care permiteretrageri cu dou\ luni `nainte de maturitate, f\r\penaliz\ri [i f\r\ pierderea dobânzii”, a declaratMarius Istrati, [ef Departament DezvoltareProduse Persoane Fizice `n cadrul VolksbankRomânia.

VOLKSBANK PROPUNE UN NOU PRODUS DE ECONOMISIRE

Anali[tii Raiffeisen Bank International AG (RBI)sper\ `ntr-o redresare economic\ `n a douajum\tate a acestui an. “Activitatea economic\ dinEuropa [i SUA r\mâne lent\. De[i principalii indi-catori, precum ISM [i indexul Ifo, indic\ optimism`n rândul companiilor, cre[terea urmeaz\ `nc\ s\ fieconfirmat\ de ac]iuni concrete, cum ar fi noicomenzi”, a declarat Peter Brezinschek, [efulRaiffeisen Research. Cu toate acestea, el se arat\`ncrez\tor. ~nc\ dinainte de `ncheierea semestrului,exporturile nete ar trebui s\ indice primele semneale cre[terii economice [i, drept urmare, s\ sti -muleze investi]iile.

O pia]\ a muncii solid\, precum [i evolu]ii pozi-tive ale salariilor `n ]\rile ce constituie nucleulzonei Euro din jurul Germaniei sunt argumentepentru cre[terea consumului privat. “Sc\derea rateiinfla]iei `n 2013 va permite o cre[tere a venituluireal. Cu toate acestea, efectele cre[terii veniturilorvor putea fi sim]ite abia din 2014”, a declaratBrezinschek. Potrivit anali[tilor RBI, prognozelereferitoare la evolu]ia PIB-ului `n Zona Euro parpesimiste la prima vedere, indicând o performa]\negativ\ ce se `ncadreaz\ `n prognoza de minus0,1%, `ntrucât `n prima parte a anului se va vedea

mai mult\ pruden]\. ~n general, tendin]a `nurm\toarele 12-18 luni ar trebui s\ fie unacresc\toare, au mai indicat ace[tia, estimând c\probabil divergen]ele `nregistrate `n activitatea economic\ din zona Euro vor mai continua. Deasemenea, reducerile bugetare implementate `nSUA `n luna martie se `ncadreaz\ `n proiec]iileanali[tilor RBI de cre[tere a PIB-ului cu 1,5 la sut\`n 2013.

~n ceea ce prive[te evolu]ia economieiromâne[ti, economistul-[ef al Raiffeisen Bank,Ionu] Dumitru, a declarat: "Ne a[tept\m la ocre[tere economic\ relativ modest\ `n prima partea anului 2013, o accelerare fiind posibil\ `n a douaparte a anului, condi]ionat\ `ns\ de revenireaeconomiilor europene. Cre[terea economic\ `n aniiurm\tori depinde `n mare m\sur\ de absorb]ia fon-durilor UE [i de progresele `n materie de reformestructurale. ~n ceea ce prive[te cursul de schimb,ne a[tept\m la o stabilitate a acestuia `n 2013 `nintervalul 4,4 – 4,5 EUR/RON, evolu]ia acestuiafiind condi]ionat\ de doi factori determinan]i:evolu]iile de la nivelul zonei Euro [i impactul aces-tora asupra apetitului la risc [i evolu]iile la nivellocal, `n special cele legate de rela]ia cu FMI".

RBI A{TEAPT| REDRESAREA ECONOMIC| ~N SEMESTRUL DOI

Costumul, piesa de baz\ a ]inutei office saubusiness, define[te foarte exact personalitatea [ipozi]ia social\ a purt\torului. Imaginea reflectat\trebuie s\ fie una corect\, de aceea la bazaalegerii acestei piese vestimentare stau maimulte criterii.

Punctul de plecare pentru ob]inerea unei]inute remarcabile este reprezentat de calitateaprodusului. }es\tura f\r\ cusur, dar [iperfec]iunea tiparului [i a cus\turilor suntatributele unui costum de calitate superioar\.

Varietatea ofertelor, dar [i un marketingagresiv pot induce o stare de confuzie `n rândulcump\r\torilor. Prin folosirea unor termeniprecum “la comand\” sau “made to measure”,dar [i execu]ia unor detalii lipsite de sens (deexemplu trei butoniere pe rever) se `ncearc\atragerea unui num\r cât mai mare de clien]i,f\r\ a explica, `ns\, cu exactitate con]inutul

acestor servicii. “La comand\” (bespoke)reprezint\ alc\tuirea unui costum de la zero.Acest serviciu este oferit [i garantat pe pia]aautohton\ de doar trei companii interna]ionale.Datorit\ costurilor, astfel de costume seadreseaz\ unui segment foarte strict de clien]i.Alegerea stofei [i a modelului, m\surile luateclientului de o persoan\ specializat\, creareatiparului personalizat [i execu]ia acestuia suntobligatorii `n cazul costumelor “la comand\”. ~nplus, mai sunt [i cele dou\ probe obligatoriipentru a ob]ine perfec]iunea serviciului bespoke.Folosirea unor furnituri (detalii nev\zute) specialecât [i execu]ia manual\ a costumului aduc dup\sine costuri substan]iale. Acest lucru, al\turi dedurata de execu]ie, a f\cut ca o mare parte aoamenilor de afaceri s\ migreze c\tre serviciul“made to measure”.

Ce `nseamn\, de fapt, acest lucru? “Made tohtt

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L u x u r y & l i f e s t y l e

DE ADINA BUZATU, STILIST TRENDS BY ADINA BUZATU

Costumul – drept la ]int\!

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measure” presupune identificarea unui modelpotrivit datelor fizice ale clientului, dintr-o gam\standardizat\, [i ajustarea acestuia astfel `ncâts\ se ob]in\ un costum impecabil, comparativ cucel bespoke, `ns\ la pre]uri mai accesibile [i `ntr-o perioad\ de timp mult mai scurt\.

TRENDS by Adina Buzatu, prin cele 52 debranduri reprezentate exclusiv `n România, poates\ alc\tuiasc\, cu u[urin]\, o garderob\complet\ oric\rui doritor, indiferent de op]iunileacestuia.

Spre exemplu, brandul danez Sand are trei liniidistincte `n producerea costumelor astfel `ncâtacestea s\ se plieze perfect pe orice siluet\.Folosirea stofelor din lân\ pur\, `n amestec cumohair sau m\tase natural\, dar [i finisajelemanuale contribuie major la calitatea remarcabil\a unui costum marca Sand. Un alt exemplu este brandul italian Messagerie,

care folose[te stofe bazate pe tehnologiiinovative, astfel `ncât costumele realizate s\ fierezistente la purt\ri frecvente p\strându-[i, `nacela[i timp, calit\]ile nealterate. De exemplu,linia trendy a costumului Messagerie estepreferat\ de persoanele cu siluet\ atletic\, darnu numai, datorit\ croielii deosebite a sacoului,adaptate perfect siluetelor cu umeri largi [i talie`ngust\.

Consilierea de specialitate `n alegereamodelului, a culorii cât [i a detaliilor estesus]inut\ [i de varietatea de modele a unor m\rcide tradi]ie. De asemenea, ajust\rile costumelorsunt realizate cu minu]iozitate de personalinstruit [i dedicat fiec\rui client `n parte.Astfel, se poate achizi]iona un costum cuacelea[i caracteristici pe care le are unul „lacomand\”, ]es\tur\ superioar\ [i o croial\impecabil\, dar la un pre] incomparabil mai mic.

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TEODORA MIGDALOVICI

Omul de afaceri Orlando Szasz estesurpriza noului sezon din “Arena Leilor”, oemisiune de cultur\ de business carepermite unui num\r de cinci investitoriinfluen]i s\ aleag\ [i s\ sus]in\ businessuricu poten]ial din România.

“~mi propun s\ `ncurajez proiecte carede]in `n ADN-ul lor ter]etul win-win-win(chiar cred c\ se poate ca toat\ lumeas\ câ[tige, de la investitor la antreprenorpân\ la clientul final). Evident, pentru c\vorbim despre afaceri, m\ intereseaz\idei de business scalabile, cu poten]ialde cre[tere care s\ poat\ multiplicainvesti]ia. Sunt preg\tit s\ investesc `norice domeniu atât timp cât simt c\ acelbusiness are fantezie `n spate, dar `miasum o deschidere suplimentar\ c\treafaceri din zona de IT sau sport. Mi separ atractive [i proiectele care vin lapachet cu o doz\ de umor, pentru c\ `nproces, dincolo de motiva]ia financiar\,buna dispozi]ie e la fel de important\”,[i-a declarat Orlando Szasz inten]iile cuprivire la presta]ia s\ din “Arena Leilor”.

Orlando Szasz a intrat `n afaceri `nc\ depe b\ncile facult\]ii [i `mpreun\ cu frateles\u a fondat compania Renania. Ast\zi,fra]ii Szasz ocup\ locul 114 `n Top 500Forbes, cu o avere estimat\ la 37 demilioane de euro.

~n mai pu]in de [apte ani, companiaRenania a devenit leader de pia]\ `nRomânia `n domeniul importului [idistribu]iei de echipamente de protec]ie, cuo cifr\ de afaceri de peste 21 de milioane de euro.

Orlando Szasz este din Târgu Mure[, are 40 deani, vorbe[te fluent patru limbi str\ine, practic\sporturi de contact [i este pasionat de Formula 1,orologerie [i art\.

Orlando Szasz a absolvit `n anul 1998 Facultateade Medicin\ Dentar\ din cadrul UMF Târgu Mure[,unde a fost pentru o vreme preparator [i mai apoiasistent universitar. Ast\zi de]ine un doctorat `nMedicin\.

La `nceput, c\l\toriile au constituit doar unimperativ de business, iar `n timp au devenit un hobby[i o surs\ de inspira]ie. Dup\ un voiaj-expedi]ie laPolul Nord [i dup\ ce, `n mai pu]in de [ase luni, afost prezent pe trei continente, la circuite de Formula1, Orlando Szasz se afl\ deja pe lista primilor 350 decet\]eni ai planetei care vor zbura `n spa]iu cu VirginGalactic, compania lui Sir Richard Branson.

Ceasurile, arta [i vinurile ro[ii italiene sunt temefavorite de colec]ie.

UN MILIONAR DEBUTEAZ| ~N TELEVIZIUNE:

ORLANDO SZASZ ESTE EVALUATOR ~NCEL MAI NOU SEZON DIN “ARENA LEILOR”

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Canon aduce un cunoscutfotograf de natur\ la Fotogenica

Canon România, partener principal alFotogenica, eveniment dedicat pasiona]ilor defotografie, ce se va desf\[ura la Bran, `l va aveadrept invitat la edi]ia din iunie pe Brutus Östling.N\scut `n 1958 `n Stockholm, Brutus Östling a`nfiin]at, `n 1981, o editur\ care a publicat peste1.000 de titluri. ~n 2005, a decis s\-[i schimbecomplet cariera, optând pentru fotografie [ispecializându-se pe cea de natur\. Trei dintrealbumele foto pe care le-a publicat au devenitbestselleruri `n Suedia, iar unele au fost tradusealte limbi. L-a publicat pe primul `n 2005,“Mellan vingspetsarna”, cu fotografii cu p\s\ridin zona arctic\ [i din Antarctica, imaginile salefiind premiate, un an mai târziu, cu WWF PandaPrize pentru cea mai bun\ carte de natur\ dinSuedia [i a fost numit fotograful suedez alanului. A câ[tigat acela[i premiu [i `n 2007,pentru alt album foto. La finele anului 2007, afost numit “fotograful scandinav de natur\ 2007-2008”.

Astfel, Brutus Östling va participa laFotogenica `n calitate de Ambasador Canon [i leva oferi participan]ilor sfaturi [i recomand\ri deutilizare a echipamentelor pentru a surprindeelemente din natur\ cât mai spectaculoase.Fotogenica 2013 aduce `mpreun\ pasiona]ii defotografie [i profesioni[tii din domeniu prinintermediul conferin]elor, demostra]iilor practice,workshopurilor foto [i prezent\rilor deechipament. Anul acesta, pe lâng\ prezent\rilelectorilor Toma Bonciu, C\t\lin P\duraru, MirceaBadutz, Adi Popa [i Mihai Musceleanu,participan]ii vor avea ocazia s\-l `ntâlneasc\ [is\-l asculte [i pe Mugur V\rzariu, exploratorCanon [i singurul fotograf român inclus `nprogramul de ambasadori Canon.

Fotogenica a ajuns, anul acesta, la cea de-apatra edi]ie. Primele trei edi]ii s-au desf\[urat `n2009 la Bran, `n 2011 la Poiana Bra[ov [i `n2012 la Media[.

Elohim Net a ales Barba Center

Compania de consultan]\ imobiliar\ DTZEchinox a anun]at `nchirierea de c\tre ElohimNet, companie activând pe pia]a de call center`n turism, a unui spa]iu de birouri cu suprafa]ade 1.800 mp `n Barba Center.

Centrul de afaceri Barba Center, situat peBulevardul Pipera, este compus din dou\ cl\diride birouri, P + 11 etaje fiecare, având osuprafa]\ total\ `nchiriabil\ de 42.000 mp debirouri de clasa A.

“Facilit\]ile de clasa A ale cl\dirii, serviciilead\ugate: restaurant, cafenea, cantin\, sal\gym, spa precum [i costul competitiv [i solu]iilede livrare a spa]iului «la cheie» reprezint\argumentele principale ale alegerii cl\dirii BarbaCenter de c\tre compania Elohim Net”, adeclarfat Eduard Turcoman, Senior Consultant `ncadrul DTZ Echinox, agentul care a intermediattranzac]ia.

DTZ Echinox a intermediat `n ultimele lunitranzac]ii de `nchiriere pe segmentul de birouripentru o suprafa]\ cumulat\ de aproximativ12.000 mp. Beneficiari au fost firme de IT [iconstruc]ii, ace[tia optând pentru cl\diri debirouri `n zone accesibile sau cu solu]ii flexibilede transport oferite de proprietar.

UNPIR lanseaz\ un site dedicat vânz\rii bunurilor societ\]ilor aflate `n insolven]\

Uniunea Na]ional\ a Practicienilor `nInsolven]\ din România (UNPIR) a anun]atlansarea www.licitatii-insolventa.ro, site pe careorice membru UNPIR poate publica anun]urile devânzare pentru bunurile provenite de lasociet\]ile aflate `n insolven]\.

Gândit cu prec\dere ca un produs B2B, site-ulse adreseaz\ tuturor oamenilor de afaceri [iinvestitorilor locali – indiferent de sectoruleconomic pe care activeaz\, dar [i persoanelorfizice care doresc s\ achizi]ioneze autoturisme,apartamente sau alte bunuri care provin de lasociet\]ile din portofoliul practicienilor `ninsolven]\. “Am pornit acest demers având `nvedere `ntregul context `n care ne afl\m: o pia]\a insolven]ei care cre[te sus]inut de cinci ani dezile, `n care anual se deschid cu cel pu]in 10%mai multe dosare de insolven]\ decât `n anulprecedent, volumul mic de lichidit\]i de pe pia]\,dar [i impactul spectaculos al internetului `nmediul de afaceri. Practic, le-am oferit gratuitmembrilor Uniunii un instrument care `i poateajuta s\ fac\ fa]\ celei mai mari provoc\riprofesionale actuale: aceea de a g\sicump\r\tori pentru bunurile pe care legestioneaz\ sau investitori `n afacerifunc]ionale”, a declarat Arin Octav St\nescu,Pre[edinte UNPIR.

B u s i n e s s n e w s

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n BCR Banca pentru Locuin]e [i-acontinuat cre[terea `n 2012

BCR Banca pentru Locuin]e (BCR BpL) a raportat`ncheierea anului 2012 cu active totale de aproxima-tiv 1,5 miliarde de lei, cu circa 58% mai mult fa]\ definalul anului 2011. Portofoliul s\u a crescut de la250.000 de clien]i, la finalul anului 2011, pân\ laaproximativ 304.000 de clien]i la finalul anului 2012.

“BCR Banca pentru Locuin]e a continuat trendulcresc\tor [i `n anul 2012, consolidându-[i pozi]iade lider de pia]\ `n sectorul de b\nci deeconomisire-creditare din România. De[i mediuleconomic a continuat s\ fie dificil, clien]ii BCRBanca pentru Locuin]e au continuat s\ econo -miseasc\ [i s\ investeasc\ pentru `mbun\ t\]irealocuin]elor lor. Astfel, depozitele atrase de banc\ au`nregistrat cre[teri de 63% fa]\ de finalul anului2011, iar creditele trase `n cursul anului 2012 aufost de 11 ori mai mari decât cele din anul 2011,cu un ritm lunar de cre[tere de circa 20%, `n ceade-a doua parte a anului”, a declarat CarmenSchuster, vicepre[edinte BCR Banca pentruLocuin]e.

Banca a precizat c\ fa]\ de creditele trase `ncursul anului 2011 (3,95 milioane de lei), crediteletrase `n cursul anului 2012 au ajuns la 45,2milioane de lei, iar portofoliul s\u total de credite seridica la finalul anului 2012 la aproximativ 49 demilioane de lei.

“Sistemul de economisire-creditare este perce-put de clien]i din ce `n ce mai atractiv prin beneficii-le cumulate ale etapelor sale, respectiv prin câ[tigu-rile ob]inute `n faza de economisire, dar [i de posi-bilitatea de a ob]ine un credit avantajos, `n lei, cudobând\ mic\ [i fix\ pe toat\ perioada derul\riisale. Sistemul este foarte stabil, nu este afectat deriscul valutar, dobânzile nu fluctueaz\, ratele credi-tului sunt fixe pe toat\ perioada contractului, ceeace constituie avantaje majore pentru românii care`[i fac planuri pe termen mai lung pentru`mbun\t\]irea confortului locativ”, a mai declaratCarmen Schuster.

Volksbank a m\rit sumele cepot fi `mprumutate de clien]i

Volksbank România a anun]at modificareacondi]iilor de creditare [i majorarea sumelormaxime ce pot fi `mprumutate de clien]i. Astfel,banca a majorat la 70.000 de lei suma maxim\ cepoate fi acordat\ prin credite de consum f\r\ipotec\ imobiliar\, fa]\ de 45.000 de lei pân\acum, iar perioada de creditare poate ajunge la 10

ani `n cazul creditelor destinate exclusivrefinan]\rilor (fa]\ de cinci ani `nainte). ~n cazulOverdraftului, suma maxim\ finan]at\ a fostmajorat\ de la 30.000 la 45.000 de lei.

“Prin modific\rile aduse la nivelul creditelor,Volksbank devine cu mult mai competitiv\,permi]ând contractarea unor sume mai mari decât`n trecut. Am luat aceast\ decizie dup\ o analiz\atent\ la nivelul pie]ei – atât la nivelul cererii, cât [ila nivelul ofertei - [i dup\ ce ne-am asigurat c\modific\rile nu vor avea un impact negativ asupraprofilului de risc al b\ncii”, a declarat Marius Istrati,[ef Department Management Produse PersoaneFizice `n cadrul Volksbank România.

Credit Europe Bank extindebeneficiile oferite prinCardAvantaj

Credit Europe Bank deruleaz\ o nou\ campaniede prim\var\, “Ce ]i-ai propus s\ schimbi anulacesta?”, destinat\ posesorilor de CardAvantaj.Potrivit b\ncii, pe durata acestei campanii, beneficiile cump\r\turilor `n rate vor fi extinse [i`n afara re]elei de comercian]i parteneri aCardAvantaj pentru anumite categorii de produse.

Tranzac]iile de cel pu]in 250 de lei efectuate `naceast\ perioad\ prin CardAvantajStandard/Clasic, Gold sau Platinum - `n oricemagazin de mod\, mobilier, decora]iuni [i amenaj\riinterioare sau bricolaj din România care accept\ camodalit\]i de plat\ carduri MasterCard sau VISA -vor fi automat postate `n trei rate, f\r\ dobând\,pân\ pe data de 15 mai 2013. “Sus]inem dorin]ade]in\torilor de CardAvantaj de a schimba ceva `naceast\ prim\var\, fie c\ este vorba de aspectullocuin]ei sau de garderoba personal\. Ca [i ei, amvrut s\ venim cu ceva nou, oferindu-le o deplin\libertate de alegere `n utili za rea cardului de creditpentru achizi]ionarea lucru rilor dorite”, a declaratEngin Alaybayoglu, Chief Retail Cards and BankingOfficer, Credit Europe Bank România.

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Activele Raiffeisen DolarPluss-au dublat

Raiffeisen Asset Management a anun]at c\activele administrate de fondul de investi]iiRaiffeisen DolarPlus au ajuns la 62 milioane USD `nluna martie 2013, fa]\ de 31 milioane USD `naceea[i perioad\ a anului trecut.

Potrivit companiei, cea mai mare parte dinactivele fondului sunt de]inute de clien]ii ce dispunde active financiare ridicate, administra]i de diviziaspecializat\ Friedrich Wilhelm Raiffeisen. Astfel,`nsumând de]inerile clien]ilor cu plasamenteindividuale de peste 100.000 USD `n acest fond seajunge la 40 milioane USD, adic\ aproximativ dou\treimi din activele fondului. Suma medie pe clientplasat\ `n fond de c\tre ace[ti clien]i mari este deaproximativ 300.000 USD.

Compania a precizat c\ fondul Raiffeisen DolarPlus este singurul fond de investi]ii denominat `ndolari de pe pia]a local\ [i efectueaz\ plasamente`n instrumente purt\toare de dobând\, `n principal`n euro, lei [i dolari. Raiffeisen Asset Management a mai indicat c\randamentul `n ultimul an a fost de 3,4%, astfel`ncât fondul [i-a `ndeplinit obiectivul de a ofericâ[tiguri peste dobânzile bonificate de b\nci ladepozite, care s-au situat, `n general, `ntre 1 [i2,2%, `n func]ie de scaden]\.

“Apetitul ridicat pentru fondul Raiffeisen DolarPlus este justificat de randamentul ob]inut [ilichiditatea ridicat\, `n contextul unui universinvesti]ional `n dolari destul de s\rac. Cu câtactivele financiare ale clien]ilor sunt mai ridicate,cu atât apare mai fireasc\ dorin]a de diversificare aportofoliului pe mai multe valute, iar cre[tereaactivelor este o confirmare a faptului c\ procesulde consiliere financiar\ de care se bucur\ clien]iiRaiffeisen Bank este apreciat de ace[tia. Interesulpentru plasamentele `n acest fond a fost stimulat [ide instabilitatea politic\ din România pe parcursulanului 2012 [i de incertitudinile `nc\ persistente `n

Zona Euro”, a declarat Mihail Ion, pre[edinteleRaiffeisen Asset Management [i pre[edinteleComitetului de Investi]ii al Raiffeisen Bank.

BCR anun]\ succesul pachetelor sale de cont curent

Soldul mediu al unui depozit constituit de c\treclien]ii care au optat pentru noile pachete de contcurent este de circa 40.000 lei, mai mare cucirca 30% decât soldul mediu al depozitelorclien]ilor care nu de]in un pachet de cont curent,rezult\ dintr-un studiu al BCR efectuat pesegmente interne de clien]i.

Conform studiului, aproximativ 20% din clien]iicare au optat pentru noile pachete de cont curentde]in, `n medie, 1,8 depozite.

“Pachetele de cont curent oferite de BCR s-audovedit atractive pentru clien]ii care doresc s\administreze rapid [i eficient finan]ele personale.Peste 60% din cei care au achizi]ionat noilepachete de cont curent sunt clien]i noi. Tot `nacest sens, vom simplifica [i uniformiza grila decomisioane pentru to]i clien]ii. Pachetul de contcurent ofer\ cel mai sc\zut cost total pentruopera]iunile bancare care fac parte, inevitabil, dinvia]a de zi cu zi a oric\rui client: retrageri denumerar, plata facturilor sau transferuri bancare.Astfel, 60% din clien]ii noilor pachete utilizeaz\serviciul de Internet banking Click 24 Banking.Totodat\, se `nregistreaz\ o cre[tere cu 75% avalorii pl\]ilor efectuate prin Direct Debit“, adeclarat C\t\lina Zincenco, [ef DepartamentProduse de Economisire [i Investi]ii, BCR.

Potrivit b\ncii, de la introducerea noilorpachete de cont curent se observ\ o dublare asumelor men]inute `n conturi de clien]i. Acestlucru se datoreaz\ [i bonusului de dobând\ (4%pe an) pentru sumele aflate `n cont, `n cazul `ncare clien]ii efectueaz\ tranzac]ii intensive cucardul de debit (peste 1.500 lei/lun\).

Potrivit aceluia[i studiu, clien]ii care au noilepachete de cont curent fac de aproximativ dou\ori mai multe tranzac]ii pe lun\ comparativ cuclien]ii care nu au pachete de cont curent. Deasemenea, sumele `ncasate `n cont sunt de circatrei ori mai mari fa]\ de oferta anterioar\ deconturi curente `n lei.

Banca a mai precizat c\ `n ultimele 12 luni acrescut ponderea clien]ilor care economisesc petermen lung (un an sau mai mult) de la 15% la18%, iar perioada de de]inere a unui depozit acrescut de la 18 la 23 luni.

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48 Compi led and edi ted by Bus iness A rena news se rv ice

Asocia]ia Produc\torilor de Ambalaje dinRomânia (APRA) estimeaz\ c\, dac\ pachetele de]igarete vor avea un format standard, prevedereinclus\ `n momentul de fa]\ `ntr-un proiect deDirectiv\ European\, pia]a local\ a ambalajelordestinate industriei tutunului va suferi o sc\dere decirca 10-20%.

Comisia European\ dore[te ca pachetele s\ aib\acelea[i dimensiuni, un singur format [i un singurmod de deschidere, printr-o clap\ superioar\basculant\. Asocia]ia a precizat c\ prevederilereferitoare la forma pachetului `ncalc\ drepturile deproprietate intelectual\ [i industrial\ aleproduc\torilor. De asemenea, `n opinia APRA, pachetele cu formatstandard vor fi mult mai u[or de contraf\cut, ceeace va determina sc\derea pie]ei legale a ]igaretelor[i pierderi de miliarde de euro la bugetul de stat,afectând [i sectorul ambalajelor. APRA estimeaz\c\, `n România, sectorul ambalajelor tip\ritedestinate industriei tutunului va suferi o sc\dere de10-20%, ceea ce va determina reducerea cifrelorde afaceri [i, implicit, pierderea de locuri de munc\la orice tipografie/produc\tor de ambalaje care estefurnizor al industriei tutunului.

“Cu toate c\ pachetele standardizate ar putea fi

considerate, aparent, o restric]ie dur\ `mpotrivaindustriei tutunului, de fapt nu reprezint\ o m\sur\eficient\. Comisia risc\ s\ nu-[i `ndeplineasc\obiectivele propuse privind s\n\tatea public\,determinând crearea unei pie]e a produselor dintutun mai ieftine, nereglementate, aducând astfelprejudicii [i industriei ambalajelor”, se men]ioneaz\`ntr-un comunicat de pres\ al European CartonMakers Association (ECMA).

Companiile produc\toare de ]igarete utilizeaz\,`n România, atât ambalaje produse local, cât [iimportate. Potrivit acestora, ]igaretele comer -cializate `n pachete cu dimensiuni [i forme diferitede cea standard, sau cu mecanisme diferite dedeschidere, `mpreun\ cu ]igaretele superlong -care nu vor mai `nc\pea `n pachete – [i cele dincategoriile slim [i mentol, care ar urma, de ase -menea, s\ fie interzise prin proiectul de directiv\,reprezint\ circa 70% din pia]a româneasc\.

Proiectul de directiv\ privind produsele dintutun urmeaz\ s\ fie dezb\tut `n ParlamentulEuropean [i `n Consiliu. Adoptarea proiectului, a c\rui form\ este `nc\ `n dezbatere, estepreconizat\ cel mai devreme `n 2014, iartranspunerea `n legisla]ia na]ional\ a statelormembre ar urma s\ se fac\ `n 2015-2016.

PRODUC|TORII DE AMBALAJE SE V|D AMENIN}A}I DE PROIECTUL DE DIRECTIV| PRIVIND PRODUSELE DIN TUTUN

Astra Asigur\ri a anun]at `ncheierea unuicontract de asigurare pentru aeronavele companieiGermania Fluggesellschaft. Contractul este `ncheiatpe o perioad\ de un an, iar poli]a includeasigurare CASCO pentru aeronave [i piese deschimb, de r\spundere fa]\ de ter]i, pasageri,bagaje, marf\ [i po[t\.

Iulius Alin Buc[a, pre[edintele directoratuluiAstra Asigur\ri, a declarat: “Este `nc\ un pas `nextinderea interna]ional\ a companiei, un pasimportant pe pia]a german\ de asigur\ri de avia]ie.Ne-a ajutat [i faptul c\ avem o excelent\

cunoa[tere a acestui segment de business. ~n modevident, avem planuri `ndr\zne]e `n ceea ceprive[te dezvoltarea interna]ional\”.

Flota Germania Fluggesellschaft are `ncomponen]\ 19 de aeronave (11 Boeing B737 [iopt aeronave Airbus A319). Valoarea total\ aflotei este de 700 de milioane de dolari.

Compania german\ are sediul la Berlin [i a fostfondat\ `n anul 1979. Aceasta opereaz\ curseregulate [i de tip charter c\tre peste 30 dedestina]ii interna]ionale, transportând anual maimult de 2,5 milioane de pasageri.

ASTRA PARTICIP| LA ASIGURAREA FLOTEI GERMANIA FLUGGESELLSCHAFT

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Uvertura Mall [i-a deschis por]ile cu un grad de`nchiriere de 91%, fiind singura dezvoltare de retailde tip mall din Boto[ani. Centrul comercial are osuprafa]\ total\ de 32.000 mp, distribui]i pe [aseniveluri, demisol, parter [i patru etaje, incluzând [i oparcare supraetajat\, cu peste 270 de locuri.

~ntre premierele pe care Uvertura Mall le ofer\locuitorilor din Boto[ani se num\r\ retailerii defashion H&M, cu o suprafa]\ de 1.575 mp, care seextinde pe dou\ etaje, Kenvelo, Lee Cooper, GoSport, Steilmann, retailerul pentru copii Noriel [ispa]iile de joac\ Trombi Jungle, Mischa Kids [i PlayStation Corner. Mallul va dispune, de asemenea, de ozon\ de divertisment ce cuprinde restaurante,cafenele, bowling, biliard, casino, sport, pub cu mesede tenis [i darts [i cinematograf multiplex cu cinci s\li,cu un total de 450 de locuri, dintre care trei s\li cusistem digital de proiec]ie 3D.

“Salut deschiderea Uvertura Mall, la fel cum salutorice investi]ie de acest gen, care creeaz\ locuri demunc\ `n Boto[ani. Dincolo de facilit\]ile dedivertisment, spa]iile moderne de shopping,posibilit\]ile de petrecere a timpului liber `mpreun\ cufamilia, cred c\ cel mai important beneficiu al

boto[\nenilor îl reprezint\ locurile de munc\ ce sevor crea aici. ~i felicit pe investitori pentru aceast\reu[it\ [i adresez un mesaj c\tre to]i ceilal]iantreprenori din municipiu, din jude] sau de oriundedin ]ar\ [i din afara ]\rii: orice proiect care creeaz\locuri de munc\ se va bucura de tot sprijinul prim\riei[i al meu personal”, a declarat Ovidiu Portariuc,primarul municipiului Boto[ani. La rândul s\u, D\nu]Prisecariu, proprietarul centrului comercial, a declarat:“Uvertura, primul mall modern din ora[ [i din`mprejurimi, rezultatul unei investi]ii de 27de milioanede euro, reprezint\ o promisiune `mplinit\ pentruBoto[ani. Mallul î[i respect\ angajamentul de a leoferi boto[\nenilor o alternativ\ de retail modern, cubranduri contemporane, prezente pentru prima dat\pe pia]a local\ [i cu un concept unic de divertisment,ce cuprinde primul cinema multiplex, numeroaserestaurante [i cafenele [i un club de bowling [i biliardce poate g\zdui competi]ii la nivel european”.

Uvertura Mall este o investi]ie realizat\ decompania dezvoltatoare Moldova Universal, osocietate cu capital românesc integral, prezent\ pepia]\ din anul 1991. Centrul comercial va creaaproximativ 1.000 de locuri de munc\.

UVERTURA MALL A FOST INAUGURAT LA BOTO{ANI

PROFESSIONAL PHOTOGRAPHYAT YOUR FINGERTIPSMy name is Alexandru Ciornei. I work as a freelancephotographer and I also make short presentation videosfor corporate marketing campaigns and events. I have all the necessary professional equipment forworking even in difficult conditions. All the shootings and photographs can be instantlyvisualized and I can offer different storyboards at clients’request.I also have experience with aerial shooting, having donework for the Romanian Rally Championship and for anIndian movie filmed in Romania (Brasov).I have developed strong professional experience in thefield, good communication skills, motivation and well-organized working routines and I am ready toaccept new professional challenges. Therefore, I am looking forward to the opportunity of using myskills and energy for the success of your projects.

Address: 107-119, Mihai Bravu Rd. E1 Building, Entrance no. 7, 9th floor, Ap no. 236, Bucharest, 2

Telephone: 0723.627.701; 021.250.63.74; Email: alexandru.ciornei@gmail.co

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Înainte de toate, pentru ce toate acestea?Avem o misiune asumat\. Aceea de contribui la

îmbun\t\]irea st\rii de s\n\tate a românilor. Desigur c\ sepoate face [i la nivel individual, abordând persoan\ cupersoan\, îns\ pentru un impact major, solu]ia este zonacorporatist\. Nu suntem ipocri]i [i recunoa[tem c\ mai multecontracte semnate înseamn\ mai mul]i membri. Îns\, pe dealt\ parte, este mai u[or [i mai eficient s\ promovezi valoriprecum un stil de via]\ s\n\tos în rândul unei comunit\]i dejaformate, cum este o companie. În momentul în care unGeneral Manager se angajeaz\ într-un program de sus]inere ast\rii de bine a angaja]ilor, îl sprijinim sut\ la sut\.

Care sunt nout\]ile pentru 2013?Înc\ de la deschidere primului club, în 1999, World Class

România s-a adresat [i corpora]iilor, nu doar prin ofertespeciale de pre], ci [i prin programe de wellness. În 2013ne propunem s\ avem o rela]ie mai strâns\ cu companiile [is\ le sprijinim s\ men]in\ nivelul de s\n\tate [i de energie alangaja]ilor la cote ridicate, ceea ce reprezint\ de altfelesen]a unui astfel de program.

Cum ve]i realiza acest lucru?Prin intermediul unei aplica]ii web, complex\, dar,

totodat\, amuzant\, util\ [i u[or de folosit, pe care o punemla dispozi]ia companiilor interesate în mod gratuit, începândcu luna martie. To]i angaja]ii vor putea avea acces la ea. Ceicare vin la sal\ s\ se antreneze vor fi înregistra]i automat [ivor primi puncte. Cu cât vor fi mai activi, cu atât va cre[tepunctajul lor. Vom putea organiza competi]ii întredepartamente, luând în considerare nu doar orele petrecutela World Class, ci orice activitatea fizic\ pe care ei odesf\[oar\. Chiar [i urcatul pe sc\ri sau mersul pe jos. Astfel,vom sprijini crearea unei culturi organiza]ionale în careoamenii sunt stimula]i s\ aib\ un stil de via]\ activ, s\n\tos.

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De[i a devenit CEO al World Class

International, Mikael Fredholm

nu a p\r\sit Bucure[tiul.Dimpotriv\, are planurimari, [i toate legate de

starea de bine aromânilor. În 2013 va

demara activit\]i de lobbype lâng\ Guvernul

României în vedereareducerii TVA-ului peactivit\]ile comercialesportive sau care au

leg\tur\ cu sportul, vasus]ine perfec]ionarea

tinerilor în fitness [inutri]ie, prin programulMOVE ON [i va lucra

îndeaproape cucompaniile pentru

implementareaprogramelor de wellness.

W e l l n e s s m a r k e t

Ce se întâmpl\ cu cei care nu doresc s\ mearg\ la sal\? Cum vor fi inclu[i în program?S\ ne în]elegem! Un program de wellness pentru o

companie atinge toat\ for]a de munc\. Suntem ferici]iatunci cînd îi înv\]\m ce înseamn\ alimenta]ies\n\toas\, când îi convingem s\ bea ap\, s\ urce pesc\ri sau s\ parcheze ma[ina la o strad\ distan]\ debirou. Aplica]ia include [i un newsletter lunar, care vaajunge la to]i angaja]ii companiei respective, fie c\ suntsau nu membri World Class. În afara unui TOP 10 alcelor care se antreneaz\ cel mai des, newsletterul vainclude o serie de articole cu caracter informativ [iinspira]ional, gândite special pentru cei care îl citesc.Chiar [i cei c\rora nu prea le place s\ fac\ mi[care,vor putea citi informa]ii care s\ îi ajute s\ î[iîmbun\t\]easc\ stilul de via]\. Implementareaaplica]iei este doar primul pas. Urm\torul va fi s\organiz\m competi]ii între companii din acela[i sistemde activitate.

Care este principalul beneficiu al acestui nou program de wellness dedicat corpora]iilor?Angaja]i mai s\n\to[i, mai energici, mai eficien]i,

mai ferici]i. Pân\ la urm\, orice companie î[i dore[tes\ aib\ un num\r cât mai mare de angaja]i ap]i demunc\, capabili s\ dea randament maxim, nu-i a[a?Dincolo de asta, aplica]ia le va permite mebrilormanagementului companiei s\ urm\reasc\ impactul pecar un stil de via]\ s\n\tos, care include mi[carea, îlare asupra productivit\]ii angaja]ilor [i s\ poat\compara nivelul de productivitate al persoanelorsedentare cu cel al persoanelor active. De asemenea,este important de re]inut c\ este un produs care poate

fi adaptat [i îmbog\]it cu evenimente dedicate –seminarii, mi[care în aer liber, f\r\ nici un cost.

Cât de receptivi sunt managerii din România la programele de wellness pentru angaja]i? Din p\cate, num\rul persoanelor care fac mi[care

este în continuare redus. Dispunem de o unealt\ princare putem schimba asta îns\ avem nevoie de implicarea[i sprijinul companiilor. Ciudat este faptul c\ laînceputuri, pe vremea când companiile achitauabonamentele aproape integral, promovau mai multideea de wellness în rândul angaja]ilor. Acum, de[inum\rul contractelor pe care le avem în zona corporatea crescut, angaja]ii sunt cei care suport\ costulabonamentului, iar managementul se implic\ foartepu]in, aproape deloc. Pe scurt, companiile se implic\mai pu]in. Poate c\ este de vin\ criza [i reducereacosturilor, dar [i faptul c\ acum este mai u[or s\ î]ip\strezi angaja]ii decât înainte. Poate c\ manageriiromâni nu în]eleg înc\ foarte bine cât de important\ estestarea de bine a angajatului. Ceea ce este important dere]inut este [i ceea ce [tiu managerii inteligen]i este c\implementarea unui program de wellness pentru angaja]iintr\ în categoria investi]ii [i nu pierderi.

Sunt director executiv al unei companii[i vreau s\ implementez noul programde wellness. Ce trebuie s\ fac?Este foarte simplu. Oricine m\ poate contact ape

adresa Mikael.fredholm@worldclass.ro saudepartamentul vânz\ri coroporate al World ClassRomânia. Stabilim o întâlnire, facem o evaluare [i, înfunc]ie de aceasta, stabilim împreun\ programul dewellness adecvat.

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MIKAEL FREDHOLM:

Managerii inteligen]i [tiu c\ implementarea unui

program de wellness pentru angaja]i intr\

în categoria investi]ii, [i nu pierderi.

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Grupul XTB a semnat un acord de cooperarecu Google, ca parte a strategiei de implementa-re de c\tre XTB a mut\rii `n cloud computing, `nlinie cu tendin]ele globale. Potrivit XTB, printreschimb\rile care se prefigureaz\ odat\ cu sem-narea acestui acord se num\r\ [i integrareaplatformelor de tranzac]ionare ale XTB cuGoogle Aps. ~ntr-o prim\ faz\, angaja]ii Grupului XTB vor`ncepe s\ utilizeze Google Apps, un pachet deaplica]ii care sprijin\ modul de lucru “cloud”,incluzând Gmail, Google Docs [i Google Talk.Bazate pe principiul cloud computing, acesteaplica]ii nu necesit\ instalare sau`ntre]inere/reparare [i opereaz\ `ntr-un browserweb, `n timp ce informa]ia este stocat\ pe ser-vere externe sigure [i nu pe calculatoare locale.”Grupul XTB este preocupat de actualizarea per-manent\ a tehnologiei pe care o utilizeaz\ [i deexploatarea la maximum a avantajelor internetu-lui. Tocmai aten]ia special\ acordat\ inova]iilor`n materie de tehnologie – una dintre principale-le valori ale XTB – a stat la baza deciziei de asemna un acord de cooperare cu Google. Pelâng\ sporirea eficien]ei opera]ionale a compa-niei [i reducerea costurilor asociate cuaplica]iile de business, avem convingerea c\acordul cu Google va aduce `nc\ un beneficiuextrem de important – acela de a facilita acce-sul clien]ilor no[tri la resursele educa]ionale pecare XTB le pune permanent la dispozi]ie”, adeclarat Tadeusz Kuropatwinski, GeneralManager XTB Romania.Grupul XTB va `nlocui solu]iile Postfix [i

Microsoft Office 2007, pe care le folose[te `nprezent, cu Google Apps for Business. Scopulprincipal este de a construi o platform\ decomunicare multicanale complet\ (incluzând e-mail, chat, video [i video conferin]e), precum [ide a exploata capacit\]ile de cooperare aleGoogle Docs. ~n urm\toarea faz\ a strategiei,platformele de tranzac]ionare XTB vor fi integra-te cu Google Apps.

"~n ultimii ani, solu]iile de cloud computingau devenit o tehnologie folosit\ `n modobi[nuit. ~n prezent, este tehnologia aleas\ demulte companii ce depind de inovare continu\[i productivitate. Peste cinci milioane de com-panii din `ntreaga lume folosesc Google Apps,inclusiv companiile multina]ionale mari dindiverse sectoare, care au mii de angaja]i. Prinmutarea `n cloud, XTB arat\ c\ este o institu]iefinanciar\ dinamic\, ce utilizeaz\ cea mairecent\ tehnologie [i care `n]elege importan]atehnologiei `n afaceri", a declarat PrzemekSienkiewicz, director Google pentru solu]ii deafaceri `n regiunea CEE.

XTB intr\ `n parteneriat cu Google

HP extinde perioada de garan]ie Compania HP a anun]at c\ extinde garan]ia produselor adresate consumatorilor finali la doi ani fa]\

de un an cât era perioada de garan]ie standard. Compania a precizat c\ produsele vizate sunt impriman-te, calculatoare personale, notebookuri [i monitoare comercializate pe teritoriul României [i achizi]iona-te de c\tre persoanele fizice. Potrivit companiei, noua extensie se aplic\ începând cu 1 aprilie 2013,numai pe baza certificatului de garan]ie.

“Ca parte a experien]ei HP, ne dorim s\ oferim clien]ilor toate facilit\]ile pentru ca ei s\ aleag\ cuîncredere produsele noastre pentru activit\]ile lor zilnice din mediul profesional sau personal. Decizia seîncadreaz\ în strategia companiei de a demonstra înc\ o dat\ calitatea portofoliilor noastre complexe [i,mai ales, accesibilitatea lor”, a declarat Tiberiu Dobre, Country Manager Printing and Personal SystemsGroup, HP România.

Compania vizeaz\ uniformizarea extensiei de garan]ie pentru toate produsele din portofoliu disponibi-le consumatorilor înc\ din momentul achizi]iei.

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TADEUSZ KUROPATWINSKI, GENERAL MANAGER XTB ROMANIA

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53B u s i n e s s n e w s

Ukash® vine `n România prin PayPoint

PayPoint România, operatorul de pl\]i în nume-rar [i înc\rcare electronic\ prin puncte de retail, aanun]at semnarea unui parteneriat cu Ukash®,companie ce activeaz\ pe pia]a monedei electro-nice. Parteneriatul ofer\ consumatorilor din toat\]ara posibilitatea de a schimba numerar înmoned\ electronic\, pentru a face pl\]i pe inter-net în mod sigur [i confortabil. Ukash® opereaz\pe un num\r semnificativ de segmente de pia]\precum cele de cump\r\turi on-line, carduricadou, divertisment [i poate fi utilizat pentru apl\ti direct pe mii de site-uri la nivel mondial. Ca urmare a acestei colabor\ri, consumatorii dinRomânia pot converti numerar în moned\ electro-nic\ Ukash® prin intermediul celor peste 7.000 determinale PayPoint instalate în magazine de proxi-mitate din întreaga ]ar\. Potrivit datelor Romcard, valoarea tranzac]iilor on-line din România a crescut cu 24% în 2011, ajun-gând la 158,9 milioane de euro, ceea ce relev\ osemnificativ\ cre[tere a pie]ei. Totu[i, consumato-rii din România sunt înc\ reticen]i cu privire la uti-lizarea cardurilor de credit sau debit atunci cândfac tranzac]ii pe internet. Un procent estimativ de75% din pl\]ile realizate on-line sunt efectuate prinmetode alternative pl\]ilor prin card. “Ukash®este o alternativ\ viabil\ pl\]ilor on-line cu card decredit sau de debit, oferindu-le clien]ilor posibilita-tea de a utiliza numerar pe internet f\r\ a finevoi]i s\ dezv\luie informa]ii financiare persona-le”, a explicat David Hunter, Chief Executive,Ukash®. “Aceasta este solu]ia ideal\ pentru orici-ne este îngrijorat de fraudele on-line sau pentruconsumatorii care nu de]in un card bancar, oferin-du-le posibilitatea de a pl\ti [i a cump\ra de la miide magazine on-line la nivel mondial.”Acesta a ad\ugat: “Parteneriatul nostru cuPayPoint România ne ofer\ acces la o re]ea con-solidat\ de terminale pe tot cuprinsul României,facilitând pozi]ionarea Ukash® drept un furnizorde pl\]i on-line de top în aceast\ pia]\ în cre[tere[i oferind consumatorilor români posibilitatea de aefectua o gam\ variat\ de pl\]i on-line. Suntemde p\rere c\ Ukash® ofer\ utilizatorilor PayPointdin România cel mai înalt grad de confort [i sigu-ran]\ atunci când fac cump\r\turi pe internet.”La rândul s\u, Mugur Dogariu, Managing Director,PayPoint România, a declarat: “Având în vederecre[terea semnificativ\ a comer]ului pe internet înRomânia, consider\m c\ PayPoint, împreun\ cu

Ukash®, ofer\ consumatorilor acces la un sistemde plat\ sigur [i totodat\ comod, prin convertireanumerarului în moned\ electronic\. Parteneriatulcu Ukash® r\spunde angajamentului nostru de aveni cât mai bine în întâmpinarea nevoilor consu-matorilor, punându-le la dispozi]ie o gam\ cât maivariat\ de mijloace de plat\.”

MasterCard [i Netopialanseaz\ mobilPay 

MasterCard [i Netopia au lansat aplica]iamobilPay MasterCard Mobile, disponibil\ pentrutelefoane smart pe iOS [i Android, ulteriorurmând s\ fie ad\ugate [i alte platforme. Aplica]iapoate fi desc\rcat\ gratuit `n Google Play [i AppStore [i folosit\ pentru pl\]i diverse, cum ar fi celede facturi, pentru re`nc\rcarea cartelelorprepl\tite sau pentru produse [i servicii furnizatede comercian]ii parteneri. 

Potrivit MasterCard, la momentul lans\rii,aplica]ia va permite plata facturilor emise deOrange România [i re`nc\rcarea cartelelorprepl\tite ale operatorilor principali de telefoniemobil\. De asemenea, pe lâng\ produsele [iserviciile generale, vor exista [i oferte exclusivepentru utilizatorii mobilPay MasterCard Mobile.

“mobilPay MasterCard Mobile este primaaplica]ie de pl\]i mobile remote din România cuajutorul c\reia clien]ii posesori de carduriMasterCard pot pl\ti cu telefonul pentru produse[i servicii prezentate de comercian]ii parteneri”, adeclarat Gabriel Ghi]\, Business DevelopmentManager CEE, MasterCard Europe. “Esen]amodelului MasterCard Mobile este asigurarea unuicadru reglementat pentru pl\]i mobile sigurepentru consumatori [i comercian]i, `n condi]ii deinteroperabilitate. Prin aceast\ lansare d\mstartul dezvolt\rii sectorului de pl\]i mobileremote [i punem la dispozi]ia actorilor principaliun model fezabil, dovedit de numeroaseleplatforme existente `n prezent `n ]\ri precumBrazilia, Turcia sau Polonia.”

“Aceast\ aplica]ie va produce o revolu]ie peplan local `n domeniul cump\r\turilor [i al pl\]ilorde produse [i servicii”, a explicat Antonio Eram,CEO Netopia mobilPay. “Vom asista la un procesprin care, treptat, telefonul mobil va lua loculportofelului. Românii vor putea s\ cumpere din ce`n ce mai multe produse [i s\-[i achite facturilede oriunde [i `n cel mai simplu mod posibil, printr-o singur\ aplica]ie, de pe telefon”, a ad\ugatacesta.

O n t h e m o v e

Astra Asigur\ri prime[te unnou membru `n echipa de conducere

Liviu Stoicescu, pre[edintele BirouluiAsigur\torilor de Autovehicule din România (BiroulNa]ional Carte Verde - BAAR), se al\tur\ echipeiAstra Asigur\ri, fiind propus de Consiliul deSupraveghere al societ\]ii ca membru `n directorat.El va exercita aceast\ func]ie dup\ primirea avizu-lui Comisiei de Supraveghere a Asigur\rilor (CSA).Ca pre[edinte al BAAR, Liviu Stoicescu (47 de ani)a reprezentat pia]a de asigur\ri din România `nAdunarea General\ a Consiliului Birourilor de la

Bruxelles [i a fost ales membru `npatru comitete de conducere. Este unspecialist `n materie de Carte Verde, aconsolidat rela]iile de colaborare cualte Birouri Na]ionale. El [i-a `nceputcariera `n asigur\ri `n anul 1990 cainspector de daune la ADAS, iar `nperioada 1996-1999 a fost inspectorde daune la ASTRA Asigur\ri. Din anul2000 s-a al\turat echipei Omniasig,unde a ocupat mai multe posturi deconducere. Liviu Stoicescu [i-a `nche-

iat mandatul de membru `n directoratul OmniasigVIG (2008 - 2012) [i director al Direc]iei Asigur\riAuto a acelea[i companii [i este de peste 10 anipre[edintele BAAR.

Mihai Laz\r trece la RaiffeisenCapital & Investment

Mihai Laz\r se al\tur\ diviziei de investi]ii aRaiffeisen Bank România, RaiffeisenCapital & Investment, `n calitate deDirector Vânz\ri [i va administra [icoordona activit\]ile de vânzare [iopera]iunile de tranzac]ionarespecifice portofoliului de produse alcompaniei. Mai mult de cinci ani,Mihai Laz\r a condus activitatea devânzare, [i `ncepând din 2011 [iopera]iunile de tranzac]ionare ac]iuni[i produse structurate, `n ING Bank

Sucursala Bucure[ti, departamentul Pie]e deCapital. Mihai Laz\r este apreciat de c\treinvestitorii institu]ionali locali [i str\ini, care l-audesemnat `n 2010 al [aselea `n topul brokerilor dinregiunea EMEA (Europa, Orientul Mijlociu [i Africa),conform studiului "Thomson Reuters Extel Survey".

~n 2011, acesta a f\cut parte din echipaconsor]iului care a realizat listarea tehnic\ aFondului Proprietatea, iar `n 2012 a administrat

`mpreun\ cu echipa ING cea mai mare ofert\public\ desf\[urat\ `n ultimii ani pe pia]a bursier\,tranzac]ia privind transferul pachetului minoritar laAzomure[. Mihai Lazar este membru al Asocia]ieilocale CFA `nc\ din 2009, când a primitcertificarea CFA [i a fost `nregistrat `n 2008 deFSA `n Marea Britanie [i SEC `n SUA pentru aputea oferi servicii financiare clien]ilor institu]ionali`nregistra]i `n respectivele pie]e.

Bogdan Cobuz este noulEnterprise Business ProductMarketing Manager la XeroxRomânia

Bogdan Cobuz s-a al\turat echipei XeroxRomânia, fiind numitEnterprise Business ProductMarketing Manager `ndepartamentul de vânz\riprin parteneri strategici,`ncepând cu luna aprilie.Acesta are o experien]\ de11 ani `n vânz\ri deinfrastructur\ hardwarecomplex\, integrat\ cusolu]ii software, mare partedin aceast\ experien]\ (optani) fiind câ[tigat\ din vânzarea de echipamente[i servicii Xerox. Printre pozi]iile pe care le-ade]inut de-a lungul timpului se afl\: Key AccountManager & Xerox Product Manager la Q’NetInternational SA (2011-2013) [i Key AccountManager & Senior Key Account Manager laComservice Company (2006 – 2011), ambelecompanii fiind parteneri strategici Xerox.

~n noua sa func]ie, el va coordona opera]iunilede vânz\ri de echipamente pentru birou [i vaoferi consultan]\ pentru toate canalele devânz\ri.

“M\ bucur s\ fac parte din echipa XeroxRomânia [i sper s\ am o contribu]ie semnificativ\la promovarea echipamentelor [i solu]iilor dinportofoliul Xerox”, a spus Bogdan Cobuz. “Voivalorifica experien]a câ[tigat\ `n re]eaua departeneri Xerox [i `mi doresc ca, `mpreun\ cu noiicolegi din echip\, s\ cre[tem businessurileclien]ilor prin solu]ii [i tehnologii adaptate fiec\ruitip de companie.” Potrivit companiei, cooptareasa `n echipa Xerox România urm\re[te politicaglobal\ de resurse umane a Xerox care, pe lâng\promovarea oamenilor din interior, `ncurajeaz\atragerea de noi talente din pia]\, oferindnumeroase oportunit\]i de dezvoltare profesional\.

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Xerox [i Kapsch colaboreaz\`n cadrul programului XeroxHigh Tech Alliance

Xerox România a anun]at `ncheierea unui nouparteneriat strategic cu Kapsch România `ncadrul programului s\u High Tech Alliance, care`[i propune s\ le ofere clien]ilor finali tehnologii[i solu]ii IT personalizate, prin intermediul

integratorilor [i produc\torilor din industria IT&C. Kapsch România este un furnizor de solu]ii [iservicii IT&C profesionale pentru companii dinsectoare precum financiar-bancar, utilit\]i, petrol[i gaze, telecomunica]ii, retail [i sectorul public. “Parteneriatul cu Kapsch România `n programulXerox High Tech Alliance este strategic [i foarteimportant pentru noi", a declarat GabrielPantelimon, Country General Manager, XeroxRomânia. "Xerox sprijin\ clien]ii finali s\ `[i ating\obiectivele privind activit\]ile cu documentele [iprocesele de business, cu tehnologii performante[i instrumente software avansate, `n func]ie denevoile specifice ale fiec\ruia. Împreun\ cu noulnostru partener, Kapsch România, care nesus]ine `n acest demers, vom aduce un plus devaloare businessurilor acestora.”

La rândul s\u, Dan Roman, director generalKapsch România, a declarat: “Atunci când `[ireunesc competen]ele dou\ companii al c\rornumitor comun este excelen]a `n inovare, clien]iipot fi siguri c\ vor avea la dispozi]ie cele mai

moderne [i eficiente solu]ii”. Acesta a ad\ugat:“Cei 120 de ani `n care Kapsch a contribuit `ncalitate de integrator de tehnologii la dezvoltareasectorului IT&C pe pie]ele unde activeaz\ se`mpletesc cu viziunea Xerox pus\ `n practic\ de-a lungul a mai bine de un secol `n produse [isolu]ii de top. Parteneriatul cu Xerox se `nscrie`n strategia Kapsch de a oferi clien]ilor s\iaccesul la acele tehnologii care diminueaz\semnificativ presiunile generate de product -ivitatea solu]iilor IT utilizate `n opera]iunilecurente ale organiza]iei. Prin integrarea solu]iilorXerox, clien]ii Kapsch vor beneficia de suportconsistent `n derularea fluxurilor de documenteatât `n cadrul organiza]iei, cât [i `n rela]ia cupartenerii lor de afaceri”.

~n cadrul Xerox High Tech Alliance, clien]iifinali trec printr-un audit, efectuat de speciali[tiicompaniei cu ajutorul Office DocumentAssessment (ODA), o analiz\ consultativ\ `ndetaliu, folosind metodologiile [i tehnologiile devârf Lean Six Sigma. Apoi, pe baza datelorob]inute, se construie[te o solu]ie specific\, cepoate s\ aduc\ reduceri de costuri de pân\ la30%. Printre partenerii `nscri[i pân\ acum `nprogramul Xerox High Tech Alliance se afl\:Novensys, Asesoft International, parte a grupuluiAsesoft, Asseco România, parte a Asseco SEE [iQ'net International.

Canon extinde linia de calculatoare X MARK

Canon a anun]at extinderea liniei decalculatoare elegante X MARK odat\ cu modelulX MARK II. Proiectat atât pentru birou, cât [ipentru uz personal, noul calculator este cel maisub]ire din seria X MARK, potrivit companiei. Calculatorul X MARK II cu 12 cifre dispune de ocapacitate m\rit\ a memoriei [i func]iiimportante precum Cost-Sell-Margin, GrandTotal, Sign Change [i Backspace, pentrusimplificarea calculelor complexe [i pentrueconomisirea timpului. Alte func]ii includ tastepentru Shift, memorie, procentaj [i radical.Compania a mai precizat c\ la fel ca toatecelelalte calculatoare ale seriei X, [i acest modeleste construit, într-o important\ m\sur\, folosindmateriale Canon reciclate. Calculatorul X MARKII utilizeaz\, de asemenea, exclusiv energienatural\ [i regenerabil\ – energia solar\.Eliminarea complet\ a bateriei înseamn\ [ieliminarea total\ a de[eurilor nocive.

Compi led and edi ted by Bus iness A rena news se rv ice

DAN ROMAN,DIRECTOR GENERAL

KAPSCH ROMÂNIA

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ECHIP| DE CONDUCERE {I COORDONATORI DEPARTAMENTE:Lumini]a F\tu, Managing DirectorPaul Madrio, Art Director, paul.madrio@business-arena.ro.Cristian Cojanu, Sub-editor, cristian.cojanu@business-arena.roMarian Cr\ciun, Senior correspondent, marian.craciun@business-arena.ro Simion Buia, Photographer, www.simionbuia.ro